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A framework for the governance of social enterprise

A framework for the governance of social enterprise Purpose – This paper aims to assess the appropriateness of two contrasting models of governance to organisations within the social enterprise sector. Design/methodology/approach – In order to achieve this aim the paper draws on theories of for‐profit governance, particularly the stewardship model, and theories of non‐profit governance, particularly the democratic model. Theoretical insights from these literatures are then combined with the emerging literature on social enterprise. Findings – Two propositions result from this which posit that social enterprise, despite being located within the non‐profit sector, may be more likely to exhibit for‐profit forms of governance. Practical implications – Practitioners within social enterprises, and those operating in advisory roles to the sector, could benefit from the argument advanced in the paper in that it offers a potential governance solution to the distinctive management challenges being faced by social enterprises. Originality/value – The paper contributes a framework for examining governance within social enterprises, and offers a guide for future research into social enterprise governance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Social Economics Emerald Publishing

A framework for the governance of social enterprise

International Journal of Social Economics , Volume 33 (5/6): 10 – May 1, 2006

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0306-8293
DOI
10.1108/03068290610660652
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to assess the appropriateness of two contrasting models of governance to organisations within the social enterprise sector. Design/methodology/approach – In order to achieve this aim the paper draws on theories of for‐profit governance, particularly the stewardship model, and theories of non‐profit governance, particularly the democratic model. Theoretical insights from these literatures are then combined with the emerging literature on social enterprise. Findings – Two propositions result from this which posit that social enterprise, despite being located within the non‐profit sector, may be more likely to exhibit for‐profit forms of governance. Practical implications – Practitioners within social enterprises, and those operating in advisory roles to the sector, could benefit from the argument advanced in the paper in that it offers a potential governance solution to the distinctive management challenges being faced by social enterprises. Originality/value – The paper contributes a framework for examining governance within social enterprises, and offers a guide for future research into social enterprise governance.

Journal

International Journal of Social EconomicsEmerald Publishing

Published: May 1, 2006

Keywords: Corporate governance; Corporate social responsibility

References