Management for Social Enterprise

Books

Bob Doherty, George Foster, Chris Mason, John Meehan, Karon Meehan, Neil Rotheroe & Maureen Royce

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  • Subject Index
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    List of Figures and Tables

    Figures
    • 1.1 Sociopolitical clusters of countries (based on Salamon et al., 2003: 37) 4
    • 1.2 Pearce's three systems of the economy model (Pearce, 2003: 25) 6
    • 1.3 The UK government departments concerned with Social Enterprise (interview with Khan, 2007) 16
    • 1.4 Map of the social enterprise network in London, spring 2005 18
    • 2.1 The locus of the social economy sector 27
    • 2.2 Spaces for social enterprises model (adapted from Westall, 2001: 9) 29
    • 3.1 The strategy development process 60
    • 3.2 The mission pyramid 65
    • 3.3 An enhanced SWOT analysis framework 70
    • 3.4 The Ansoff matrix 75
    • 3.5 The TOWS matrix (adapted from Weihrich, 1982) 76
    • 3.6 An embedded model of change management 80
    • 3.7 Bull's balance model (based on Bull, 2007) 84
    • 5.1 Cost behaviour 116
    • 5.2 The balanced scorecard 132
    • 5.3 Possible measures (Kaplan and Norton, 1996) 133
    • 6.1 The evolution of value-based marketing (Piercy, 2002: 59) 138
    • 6.2 Market orientation (Narver and Slater, 1990) 138
    • 6.3 Divine Chocolate Ltd and its relationships 155
    • 6.4 Divine Chocolate Ltd's value network 158
    • 7.1 Stakeholder approaches: contrasting positions 176
    • 7.2 Carroll's four-part model of CSR (adapted from Carroll, 1991) 178
    • 7.3 The three domain model of corporate social responsibility (Schwartz and Carroll, 2003: 509) 180
    • 7.4 Using ethical theory to analyse business situations (adapted from Chryssides and Kaler, 1993: 16) 181
    • 7.5 Fundamentally contrasting positions: ethical absolutism and ethical relativism 182
    • 7.6 Justice in the globalized economy-conflicting worldviews 185
    • 7.7 Elements of Kant's categorical imperative (Chryssides and Kaler, 1993: 98–99) 189
    • 7.8 Virtuous corporate character in the virtues-practice-institution schema: business-as-practice in moral development (adapted from Moore, 2005: 676–7) 203
    • 8.1 An illustrative model of three key groups in the governance of SEs 222
    • 8.2 A relational model of governance for SEs 230
    Tables
    • 1.1 The social economy and the third sector/total employed in Italy (Branco, 2007) 8
    • 2.1 Fair trade sales growth by 100 per cent fair trade companies (Annual reports of all companies, 2007) 41
    • 3.1 Contextual factors explained 82
    • 5.1 Social economy funding from statutory sources in the UK (NCVO, 2007) 112
    • 6.1 The financial impact on Kuapa Kokoo of partnership with Divine (Divine annual report, 2008) 162
    • 7.1 Contrasting the characteristics of SEs with those of mainstream globalized capitalist companies (adapted from Dicken, 2007: 551) 186
    • 7.2 Success of the Divine Chocolate brand (Tranchell, 2008) 196
    • 7.3 Associated purchases of Kuapa Kokoo fair trade cocoa beans (Tranchell, 2008) 196
    • 8.1 Stakeholders' expectations of the governance of SEs 216
    • 8.2 Opportunities and challenges in the governance of SEs 217

    About the Authors

    All the authors are based at Liverpool John Moores University

    Bob Doherty is Senior Lecturer in Social Enterprise and Corporate Responsibility

    George Foster is Senior Lecturer in Accounting Finance and Economics

    Chris Mason is Lecturer in Marketing

    John Meehan is Senior Lecturer in Strategic Management

    Karon Meehan is Senior Lecturer in Marketing

    Neil Rotheroe is Senior Lecturer in International Business Ethics and Corporate Responsibility

    Maureen Royce is Senior Lecturer in HMR


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