Managers Of Social Enterprises Research Articles

The study of social enterprise management

The study aims at dissecting the management strategies and revenue management of social enterprises to clarify how social enterprises are able to create critical social value on one hand while increasing their market value on the other hand. The study applies the case study method on two enterprise cases. Secondary data analysis is also implemented to compare the target enterprises with another two social enterprises. Three propositions are presented as follows: firstly, the mechanism of revenue management needs to cover profit management and mission management to make the social enterprise successful. Secondly, social enterprise needs to have management strategy which allows it to identify target, provide innovative products and services and change the way of revenue generation. Finally, social enterprise's innovative management which integrates internal abilities, resources and processes with external partners can effectively convey its social value.

Performance Management for Social Enterprises

All organisations face the challenge of how to assess performance beyond current financial metrics. These challenges are felt especially strongly by social enterprises, organisations that use business methods to achieve social goals. Social enterprises need to evidence superior social outcomes, are normally accountable to a complex range of stakeholders and yet are often rated low to medium in terms of organisational capacity—thus whilst they have a great need for rounded measurement, they may in practice lack the ability to make use of the different approaches on offer. This paper examines the current and potential use of the conventional Balanced Scorecard model, by social enterprises. The Adventure Capital Fund provides case study evidence of extensive use of a modified Scorecard. The model used is dynamic, combining reflection on the organisation’s current position, ‘near term’ and long term issues. It aims to take a holistic and coherent view of the management of social enterprises. Experience to date suggests that the medium term snapshot provided by the Scorecard is the most valuable, allowing organisations and especially boards and senior executives to keep a ‘strategic grip’ in a period of rapid change and focus on those actions that have best chance of changing performance in the round.

Co‐operative social enterprises: company rules, access to finance and management practice

PurposeIn light of the faster than expected take up of the community interest company (CIC) in the UK, the purpose of this paper is to revisit findings from a study undertaken in 2000 on the impact of asset‐locks on the longevity, growth and management styles in co‐operative social enterprises.Design/methodology/approachThis paper is both conceptual and empirical. It examines different worker co‐operative traditions and develops a meta‐theory that explains underlying assumptions in different forms of co‐operative social enterprise. Using empirical data from five common ownership co‐operatives and five equity‐based co‐operatives, this exploratory study finds differences in management style, access to finance and growth prospects both within and between the two groups.FindingsDevolution of management responsibilities is more prevalent in co‐operatives permitting both individual and collective ownership, as opposed to common ownership. Access to external finance is less problematic for organisations where individuals have made investments. Despite this, it is not established that organisations with external equity or loan finance grow quicker or fare better over the longer term.Originality/valueThe value of the paper lies both in the development of a meta‐theoretical framework for differentiating forms of worker co‐operative, as well as empirical evidence on the impact of asset‐locks in the management and development of social enterprises. The study suggests that the companies limited by share (CLS) version of the CIC, or abandonment of the CIC in favour of an appropriately structured CLS or Industrial and Provident Society model, may be appropriate for social enterprises wishing to grow, but makes little difference in small service oriented social enterprises.

Business practices in social enterprises

PurposeTo report the findings of a European Social Fund (ESF) financed study into the investigation and development of business practices and managerial skills in the social enterprises sector.Design/methodology/approachThe qualitative and grounded research investigation was conducted using interviews with owner/managers of 15 social enterprises in Greater Manchester and Lancashire, UK, and aimed to develop a strategic understanding of social enterprise business practices and issues and to develop baseline information to develop a management tool based on the balanced scorecard (BS) of Kaplan and Norton (1996). Develops a definition of social enterprise and presents a brief background of the post‐war development of the social enterprises sector, its recent growth and increasing competition for resources.FindingsThe results indicated that social enterprises adopt varying practices, face many issues and, while many are beginning to make themselves more accountable in terms of their social value, there was little evidence to suggest that social enterprises were measuring their social impact beyond providing data that was sought by funders. Reveals that the social enterprise managers implied that the next step was to become more proactive in recording and marketing their social values and that developing social value indicators is the next challenge, while evidence suggests that tools developed for social enterprises need to be informal, non‐generic and based on experiential learning.Originality/valueReveals key concepts that will form the framework for a modified BS.

Effective Management of Social Enterprises: Lessons from Businesses and Civil Society Organizations in Iberoamerica

The core purpose of social enterprise is to create value for the betterment of society. This aim lies at the center of the framework and is the end toward which all other elements in the framework must contribute. Greater alignment of these elements with the central purpose produces higher organizational coherence which contributes to superior performance.

Justice and the Golden Rule: A Commentary on Some Recent Work of Lawrence Kohlberg

Previous articleNext article No AccessJustice and the Golden Rule: A Commentary on Some Recent Work of Lawrence KohlbergRichard BrookRichard Brook Search for more articles by this author PDFPDF PLUS Add to favoritesDownload CitationTrack CitationsPermissionsReprints Share onFacebookTwitterLinkedInRedditEmail SectionsMoreDetailsFiguresReferencesCited by Ethics Volume 97, Number 2Jan., 1987 Article DOIhttps://doi.org/10.1086/292844 Views: 13Total views on this site Citations: 3Citations are reported from Crossref Copyright 1987 The University of ChicagoPDF download Crossref reports the following articles citing this article:Solon Magrizos, Dorothea Roumpi Doing the right thing or doing things right? The role of ethics of care and ethics of justice in human resource management of social enterprises, Strategic Change 29, no.44 (Jul 2020): 485–496.https://doi.org/10.1002/jsc.2359Hartmut Behr Towards a political concept of reversibility in international relations: Bridging political philosophy and policy studies, European Journal of International Relations 25, no.44 (Mar 2019): 1212–1235.https://doi.org/10.1177/1354066119836469 References, (Dec 2016): 135–148.https://doi.org/10.1201/9781315368719-9

La calidad de las ofertas turísticas en el departamento de la Guajira-Colombia.

El presente artículo, es producto del proceso investigativo llevado a cabo en el departamento de la Guajira, cuyoobjetivo fue evaluar la calidad de las ofertas de los destinos turísticos mediante el uso de indicadores de accesibilidad.El desarrollo del trabajo empírico requirió encuestar a 195 gerentes de los destinos turísticos y a 272 turistas quevisitaron la zona durante las vacaciones de enero y la semana santa del 2012. Los resultados, destacan recursosturísticos con ventajas en cuanto al ecoturismo y el etnoturismo; además de las limitaciones en la calidad de lasofertas. Las principales conclusiones, se relacionan con el potencial turístico subutilizado dada la variedad de suinventario natural y étnico, el cual puede generar grandes oportunidades de desarrollo y gestión de empresas sociales