Title:
Managing social businesses : mission, governance, strategy, and accountability
Personal Author:
Publication Information:
Houndsmill, Basingstoke, Hampshire ; New York : Palgrave Macmillan, 2010
Physical Description:
xxx, 285 p. : ill. ; 23 cm.
ISBN:
9780230252547
Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010292953 | HD62.6 J34 2010 | Open Access Book | Book | Searching... |
Searching... | 30000010293411 | HD62.6 J34 2010 | Open Access Book | Book | Searching... |
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Summary
Summary
Social businesses and non-profit organizations act at the interface of markets and civil societies. Their executives are challenged by issues of social mission and economic rationale. This book presents a new concept of social businesses and a framework for the mission and strategy-related decision making in this complex concept.
Author Notes
Urs Jger received a PhD at the University of St Gallen, Switzerland. He is Associate Professor and Managing Director of a research centre at the same university. He published articles in leading international journals and four books, teaches at different universities and led many consulting projects in national and international non-profit organizations.
Table of Contents
| List of Tables | p. ix |
| List of Figures | p. x |
| Preface | p. xi |
| Foreword | p. xv |
| Management Challenges in Social Businesses | p. xviii |
| Part I The Concept: The Practice of Complex Decision Making | p. 1 |
| 1 Managing at the Interface of Market and Civil Society | p. 3 |
| 2 Towards a 'Theory of Social Businesses' | p. 22 |
| 3 Framework for Complex Decision Making | p. 50 |
| Part II The Mission: Balance of Civil Society and the Market | p. 63 |
| 4 The Origin of Tensions | p. 67 |
| 5 Decision Making Despite Multiple Identities | p. 84 |
| Part III Governance: Balance of Solidarity and Function | p. 95 |
| 6 Resource Tension Areas | p. 101 |
| 7 Impact Tension Areas | p. 114 |
| 8 Leadership Tension Areas | p. 130 |
| 9 Motivation Tension Areas | p. 142 |
| Part IV Strategy: Balance of Past and Future | p. 157 |
| 10 Screening for Strategies | p. 161 |
| 11 Legitimization and Strategic Initiatives | p. 175 |
| 12 Strategy Portfolio | p. 188 |
| Part V Accountability: Balance of Action and Communication | p. 207 |
| 13 Accountability Work | p. 211 |
| 14 Bargaining Accountability | p. 226 |
| Management for Solidarity | p. 245 |
| Bibliography | p. 258 |
| Index | p. 278 |
