Managers' competences in social enterprises: which specificities?

Managers' competences in social enterprises: which specificities? Purpose – The management of an organisation and the context within which this organisation evolves are recognised as two important aspects of any organisation. Few studies have been conducted however on the management function within the specific context of social enterprises, organisations that mix social goals and economic imperatives. This paper aims to examine the specific competences of management in social enterprises, by constructing a competence model, the emblematic tool of competence‐based management, relevant to the management of social enterprises. Design/methodology/approach – The authors hypothesise that certain competences required of managers in social enterprises are specific, regarding the particular internal and external context of social enterprises, the governance model, etc. The methodology used is based on four main steps: a review of the literature and the conducting of exploratory interviews, the construction of a first draft of the competence model, the conducting of group interviews with managers of social enterprises in six European countries as this research takes place within the framework of a European research project on lifelong learning, and the final adaptation and validation of the competence model. Findings – Seven main competences specific to the context of social enterprises emerge, each one being further developed as knowledge, skills, and competences. Originality/value – The paper illustrates the interest in building up a competence model for the management of social enterprises. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Social Enterprise Journal Emerald Publishing

Managers' competences in social enterprises: which specificities?

Social Enterprise Journal, Volume 9 (2): 20 – Aug 8, 2013

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Publisher
Emerald Publishing
Copyright
Copyright © 2013 Emerald Group Publishing Limited. All rights reserved.
ISSN
1750-8614
D.O.I.
10.1108/SEJ-01-2013-0005
Publisher site
See Article on Publisher Site

Abstract

Purpose – The management of an organisation and the context within which this organisation evolves are recognised as two important aspects of any organisation. Few studies have been conducted however on the management function within the specific context of social enterprises, organisations that mix social goals and economic imperatives. This paper aims to examine the specific competences of management in social enterprises, by constructing a competence model, the emblematic tool of competence‐based management, relevant to the management of social enterprises. Design/methodology/approach – The authors hypothesise that certain competences required of managers in social enterprises are specific, regarding the particular internal and external context of social enterprises, the governance model, etc. The methodology used is based on four main steps: a review of the literature and the conducting of exploratory interviews, the construction of a first draft of the competence model, the conducting of group interviews with managers of social enterprises in six European countries as this research takes place within the framework of a European research project on lifelong learning, and the final adaptation and validation of the competence model. Findings – Seven main competences specific to the context of social enterprises emerge, each one being further developed as knowledge, skills, and competences. Originality/value – The paper illustrates the interest in building up a competence model for the management of social enterprises.

Journal

Social Enterprise JournalEmerald Publishing

Published: Aug 8, 2013

Keywords: Management; Managers; Leaders; Leadership; Social enterprises; Social entrepreneurship; Non‐profit organizations; Competences; Competence model; Human resources

References

  • Guests' editor notes
    Backman, E.V.; Grossman, A.; Rangan, V.K.

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