Titlebook: Managing Social Businesses; Mission, Governance, Urs P. Jäger Book 2010 Palgrave Macmillan, a division of Macmillan Publishers Limited 2010

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书目名称Managing Social Businesses影响因子(影响力)




书目名称Managing Social Businesses影响因子(影响力)学科排名




书目名称Managing Social Businesses网络公开度




书目名称Managing Social Businesses网络公开度学科排名




书目名称Managing Social Businesses被引频次




书目名称Managing Social Businesses被引频次学科排名




书目名称Managing Social Businesses年度引用




书目名称Managing Social Businesses年度引用学科排名




书目名称Managing Social Businesses读者反馈




书目名称Managing Social Businesses读者反馈学科排名

平静生活

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Framework for Complex Decision Makingonale? This chapter follows up on this question. It introduces central practice dimensions in the context of mission- and strategy-related decision making in social businesses. After finishing this chapter, the reader:

Muscularis

负担

Impact Tension Areas usually cannot be described with statistics. But they have to find methods for their accountability. The question being raised in this chapter is: What are impact tensions between social mission and market rationale? In this chapter the reader

佛刊

Leadership Tension Areas, leaders have difficulties defining clear-cut targets. They act in the area of tension between civil society’s and the market’s goals. Therefore, the question of this chapter is: What are leadership tensions between social mission and market rationale? In this chapter, the reader

Audiometry

Motivation Tension Areasthe possibility to reduce the motivation of financial returns. In social businesses, executives as a rule earn much less than in profit organizations. Therefore, there is no financial backdoor. This chapter raises the question: What are the motivation tensions between social mission and market rationale? The reader learns about

Congregate

Legitimization and Strategic Initiativesith a formal hierarchy. Decisions can be enforced through power. In social businesses, at least parts of the organization are structured like an inverse pyramid. Therefore this chapter raises the question: How to realize strategies without formal authority? Reading this chapter, the reader

暴露他抗议

Accountability Worklders such as members, volunteers, employees and collaborators. They act in this triangle which leads to the question of this chapter: How to balance the three genuine accountability relations? Reading this chapter the reader learns about

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Bargaining Accountability, executives are challenged by misinterpretations, political decision-making processes and a variety of interests. Their way out is to focus more on action than on plans. This chapter deals with the question: How to balance action and misinterpretations/expectations? Reading this chapter, the reader learns