scholarly journals AN INVESTIGATION OF MANAGEMENT PRACTICES IN CHINESE SOCIAL ENTERPRISES

2020 ◽  
Author(s):  
Long Wang ◽  
Yanto Chandra
Keyword(s):  
Management Practices ◽  
Social Enterprises

Management Practices at Work Integration Social Enterprises (WISEs)

2019 ◽  
pp. 173-187
Author(s):  
Filip Majetić ◽  
Dražen Šimleša ◽  
Miroslav Rajter
Keyword(s):  
Staff Development ◽  
Management Practices ◽  
Social Enterprises ◽  
Vulnerable Groups ◽  
Social Mission ◽  
Commercial Activities ◽  
Parent Organization ◽  
Final Sample ◽  
Labor Relationship ◽  
Work Integration

This chapter explores management practices at work integration social enterprises (WISEs) in Croatia. WISEs are conceptualized as social mission-oriented organizations whose: 1) (financial) self-sustainability depends on success in conducting continuous commercial activities and 2) social mission is to (better) integrate vulnerable groups into the labor market (e.g., disabled people). The final sample included 23 organizations. The data was collected through in-depth interviews. The interviewees were selected purposively and included one highly ranked executive (director, owner, CEO, etc.) per each organization. The analysis revealed the following fields of management practices as the most significant: generation of business ideas, unique selling points, employee autonomy and decision-making process, division of labor, relationship with the “parent organization,” sources of funding, human resource configuration, staff development activities, and networking.

Human Resources Management in Social Entrepreneurship

2022 ◽  
pp. 1524-1548
Author(s):  
Burcu Kümbül Güler
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Social Entrepreneurship ◽  
Management Practices ◽  
Human Resources Management ◽  
Social Economy ◽  
Management Training ◽  
Social Enterprises ◽  
Resources Management ◽  
And Performance

With the rise of social entrepreneurship, social enterprises have gained popularity as socially innovative organizations which try to balance their economic and social missions. In the competitive environment of social economy, good management and investment in human resources have become requirements of social enterprises for their survival. Among the management practices, human resources management acts as a tool for gaining competitive advantage and it builds mutual trust between the staff and the organization. Emphasizing the significance and challenges of human resources management, this chapter explains human resources main practices—recruitment, career management, training, and compensation and performance management—in social entrepreneurship.

scholarly journals Perspective on Forest Management

ICR Journal ◽  
2017 ◽  
Vol 8 (2) ◽  
pp. 214-229
Author(s):  
Muhammad Adha Shaleh
Keyword(s):  
Forest Management ◽  
Forest Conservation ◽  
Management Practices ◽  
Sustainable Forest Management ◽  
Community Forestry ◽  
Community Empowerment ◽  
Social Enterprises ◽  
Swamp Forest ◽  
Forestry Project ◽  
Conservation Projects

Community forestry offers many perspectives on the forest management system. It has become an avenue for special collaboration between state, scientific communities, social enterprises, businesses, and local communities, as well as a means of promoting practical solutions in forest conservation. Furthermore, it becomes an arena where forest people can participate in forest conservation projects, improve their livelihoods and manage forest projects via their own traditional knowledge. Inspired by its unique features, the researcher carried out a qualitative research study of community forestry with the hope of exploring its possibilities in the South East Pahang Peat Swamp Forest (SEPPSF). In this regard, the researcher employed research methods that consisted of interviews, focus group discussions and field observations. The interviewees were asked to reflect on current forest management practices in SEPPSF. Other participants included government officials, social activists and researchers. This study found that the SEPPSF offers a unique opportunity for collaborative forest care. To achieve this vision, however, there is a need to resuscitate the following three important elements of community forestry in SEPPSF: community empowerment in forest care; community land security; and community consultation for forest related activities. In addition, this study recommends two contemporary models to prompt effective forest governance: a short-term community forestry project in SEPPSF and a long-term community forestry project for the Orang Asli. It is anticipated that this paper will provide a fresh perspective on collaborative forest management. Furthermore, it is hoped that its findings parallel increasing calls for holistically sustainable forest management in Malaysia.

Managing making and makers in open-access craft studios: the case of Turning Earth

2020 ◽  
Vol 16 (2) ◽  
pp. 159-177
Author(s):  
Lauren Elizabeth England
Keyword(s):  
Open Access ◽  
Management Practices ◽  
Single Case ◽  
Creative Industries ◽  
Social Enterprises ◽  
Policy Implications ◽  
Content Type ◽  
Social Mission ◽  
Practical Implications

Purpose The aim of this paper is to develop understanding of how open-access (OA) studios as creative social enterprises (CSEs) can negotiate coexisting creative, social and economic missions, and manage the motivations of stakeholders. In particular, it explores how this affects management practices and ways in which diverse social actors engage with the organisation and each other. This paper expands on the existing literature on social enterprises in relation to multiple value and stakeholder management and also contributes to the makerspace and wider creative industries literature. Design/methodology/approach This paper uses a qualitative, single-case case study of an OA studio established as a social enterprise based on analysis of secondary texts, interviews and observation. Findings It is identified that a multifaceted value system creates both challenges and opportunities in relation to communal resource management and community development. Tensions between the creative and economic priorities of members and both the economic imperatives of the organisation and its social mission are also highlighted. It is suggested that despite these challenges, the OA model presents an opportunity to develop more collective forms of creative practice and support a reframing of the creative economy. Research limitations/implications As a single case study in the geographical context of the United Kingdom, limited generalisations on OA management in other countries can be made without further investigation. Practical implications There are practical implications for OA and other CSE founders in relation to resource and membership management and facilitating inclusive access. There are creative industries policy implications in the encouragement of more sustainable collaborative approaches. Originality/value This paper contributes to the literature on social entrepreneurship, makerspaces and the creative industries by developing the understanding of OA studios and CSE management and the internal dynamics that influence organisational and social outcomes.

Human Resources Management in Social Entrepreneurship

2019 ◽  
pp. 161-185
Author(s):  
Burcu Kümbül Güler
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Social Entrepreneurship ◽  
Management Practices ◽  
Human Resources Management ◽  
Social Economy ◽  
Management Training ◽  
Social Enterprises ◽  
Resources Management ◽  
And Performance

With the rise of social entrepreneurship, social enterprises have gained popularity as socially innovative organizations which try to balance their economic and social missions. In the competitive environment of social economy, good management and investment in human resources have become requirements of social enterprises for their survival. Among the management practices, human resources management acts as a tool for gaining competitive advantage and it builds mutual trust between the staff and the organization. Emphasizing the significance and challenges of human resources management, this chapter explains human resources main practices—recruitment, career management, training, and compensation and performance management—in social entrepreneurship.

Sustainability adoption in project management practices within a social enterprise case

2019 ◽  
Vol 30 (2) ◽  
pp. 346-367 ◽  
Author(s):  
Satya Shah ◽  
Elmira Naghi Ganji
Keyword(s):  
Project Management ◽  
Social Enterprise ◽  
Management Practices ◽  
The Body ◽  
Social Enterprises ◽  
Sustainable Practices ◽  
Content Type ◽  
Non Profit ◽  
For Profit ◽  
Study Results

Purpose The purpose of this paper is to present the preliminary findings on the use of sustainable project management practices within social enterprise projects. The research gaps within this field have proposed the authors to address the challenges rising from lack of sustainable infrastructures in social-based projects both within for-profit and non-profit organisations. On the other side, behavioural needs and sustainable awareness of different stakeholders will be examined. Design/methodology/approach Secondary research consists of conducting a literature review clarifying the existing knowledge of the research topic within the body of literature. The stakeholders’ behavioural needs towards acting and implementing sustainable practices led to the adoption of sustainable practices within projects which are managed across profit and non-profit organisations. Findings The lack of sustainable behaviour and its adoption within organisations is also highlighted. The limitation of the research is the importance of integration of sustainable development (SD) within social projects. Such projects were identified as the drivers towards educating the society towards future generations’ sustainability awareness. However, if the adoption of sustainable practices is well established in some sectors (such as construction), literature tends to demonstrate a lack of information regarding other sectors, especially within social enterprises. Originality/value The novelty of the research is to develop an early understanding regarding linkages between sustainable practices and project management programmes within the social projects. The particular focus is given to corporate social responsibility and the comparative analysis has been made among for-profit and non-profit organisations in terms of SD metrics. The study results would be beneficial to the researchers and practitioners exploring within the same field.

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