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

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Managing at the Interface of Market and Civil Societywell as for practitioners’ books and papers. This chapter raises the question: What does the literature on nonprofit governance, strategy and accountability contribute to understanding challenges of complex decision making on the executive boards of social businesses? On the topic of understanding m

反复拉紧

GRIN

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Resource Tension Areas the social business but by the social investors or the social network. How to allocate resources that are not available to the executives? This chapter concentrates on this challenge at the interface of markets and civil societies. It asks the question: What are resource tensions between social mis

Obstacle

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

Dorsal-Kyphosis

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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 ratio

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Strategy Portfolioat the interface of markets and civil societies. Competition is just one side of the medal. Many of these instruments can therefore not be transferred one by one into the context of strategic management in social businesses. This chapter follows up on the question: How to determine strategies in soc

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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