Reintegrating socially excluded individuals through a social enterprise intervention

This research project reveals participant perceptions of an employment enhancement programme, run by a social enterprise and designed to reintegrate socially excluded individuals into society. The research participants were the social entrepreneur, staff at the social enterprise, the programme attendees and a representative from an external referral agency. Participants engaged in semi-structured interviews with a researcher designed to elicit participant perceptions of the programme. Results of the analysis of the interviews revealed six emergent themes that were interpreted by the researchers as: ‘social mission focus’, ‘heroic social entrepreneur’, ‘social impact’, ‘recidivism’, ‘the programme’ and ‘programme attendees’. Results of the analysis reveal that all research participants reported the programme helped to re-socialise the programme attendees and increased their self-confidence and self-esteem. Participants also believed programme attendees acquired important skills and qualifications in general warehouse activities and forklift truck driving, which would greatly increase their future employability. Programme attendees indicated the ‘real world’ working environment was important to their feelings of success on the programme. Social enterprise staff expressed concerns about potential ‘mission drift’ resulting from the demands of scaling up the logistics business to achieve the ‘double bottom line’

Innovation in a Complex, Uncertain World: Clarifying the Questions, Seeking the Answers

Innovation has at least 40 definitions, many of which can lay claim to being reliable and valid guidelines for organizations to make improvements by doing something new and different. Towards the goal of providing insights to facilitate fruitful pursuit of supply chain, the Third Annual World Class Supply Chain Summit focused on the theme of Innovation in a Complex, Uncertain World. At this invitation-only summit on May 9th, 2018 in Milton, Ontario, executives, scholars, and students discussed a range of innovation topics. The core of those discussions sought clarity on the following: The complexities, uncertainties, and challenges that are prompting the need for innovation in contemporary supply chains Effective ways for tapping into the potential to innovate New ideas from the next generation of researchers and practitioners Questions that demand rigorous research about innovation in supply chains The summit addressed those four issues with two keynote presentations, a panel discussion, and three-minute lightning talk presentations by five students (from the doctoral through to the undergraduate level). In addition to giving voice to the next generation (via the students’ 3-minute presentations), the summit was also designed to uncover perspectives from business disciplines outside of supply chain management (SCM). This was reflected mainly in the inclusion of panelists whose expertise on the subject of innovation was built in the field of entrepreneurship. Incorporating perspectives from the next generation and from beyond the traditional scope of SCM proved useful in generating some insightful conclusions. Among those conclusions, four of the main ones are: Effective usage of supply chain analytics has the potential to yield meaningful returns for transportation services providers The creativity necessary for innovation can be learned so employers should invest in cultivating creativity and its application to challenges of interest, particularly for new and young employees Though seemingly bewildering, the complexity and challenges in modern supply chains represent opportunity for innovation Innovations need not be revolutionary in order to be of real value to an organization firm and its stakeholders This white paper reports on (a) the underlying details of those points (e.g., specific real world examples presented to reinforce those points), (b) some critical unanswered questions that surround those points, and (c) potential research projects to address those questions. These helped to solidify the summit as a valuable contributor to industry-academia deliberations of relevance to the SCM field

Transforming an idea into a strategic decision in SMEs

Entrepreneurs in small and medium sized firms (SMEs) are dynamic when it comes to decision-making. 65% of the interviewed entrepreneurs in our sample took an important decision in the last three years or will take an important decision in the near future. In this report we investigated the stages and crucial moments in the decision-making process of SMEs. By means of two extensive pilot studies we developed a model, distinguishing three stages and two moments in the decision-making process.

Developing strong social enterprises : a documentary approach

Social enterprises are diverse in their mission, business structures and industry orientations. Like all businesses, social enterprises face a range of strategic and operational challenges and utilize a range of strategies to access resources in support of their venture. This exploratory study examined the strategic management issues faced by Australian social enterprises and the ways in which they respond to these. The research was based on a comprehensive literature review and semi-structured interviews with 11 representatives of eight social enterprises based in Victoria and Queensland. The sample included mature social enterprises and those within two years of start-up. In addition to the research report, the outputs of the project include a series of six short documentaries, which are available on YouTube at http://www.youtube.com/user/SocialEnterpriseQUT#p/u. The research reported on here suggests that social enterprises are sophisticated in utilizing processes of network bricolage (Baker et al. 2003) to mobilize resources in support of their goals. Access to network resources can be both enabling and constraining as social enterprises mature. In terms of the use of formal business planning strategies, all participating social enterprises had utilized these either at the outset or the point of maturation of their business operations. These planning activities were used to support internal operations, to provide a mechanism for managing collective entrepreneurship, and to communicate to external stakeholders about the legitimacy and performance of the social enterprises. Further research is required to assess the impacts of such planning activities, and the ways in which they are used over time. Business structures and governance arrangements varied amongst participating enterprises according to: mission and values; capital needs; and the experiences and culture of founding organizations and individuals. In different ways, participants indicated that business structures and governance arrangements are important ways of conferring legitimacy on social enterprise, by signifying responsible business practice and strong social purpose to both external and internal stakeholders. Almost all participants in the study described ongoing tensions in balancing social purpose and business objectives. It is not clear, however, whether these tensions were problematic (in the sense of eroding mission or business opportunities) or productive (in the sense of strengthening mission and business practices through iterative processes of reflection and action). Longitudinal research on the ways in which social enterprises negotiate mission fulfillment and business sustainability would enhance our knowledge in this area. Finally, despite growing emphasis on measuring social impact amongst institutions, including governments and philanthropy, that influence the operating environment of social enterprise, relatively little priority was placed on this activity. The participants in our study noted the complexities of effectively measuring social impact, as well as the operational difficulties of undertaking such measurement within the day to day realities of running small to medium businesses. It is clear that impact measurement remains a vexed issue for a number of our respondents. This study suggests that both the value and practicality of social impact measurement require further debate and critically informed evidence, if impact measurement is to benefit social enterprises and the communities they serve

Green Jobs in a Sustainable Food System

The U.S. food sector is among the most productive in the world and is a significant driver of our economy. Yet, it's failing us in major ways -- putting public health, livelihoods and our environment at great risk. Obesity and diabetes rates are rising, communities are plagued by food deserts, and agriculture runoff is the biggest source of pollution in our rivers and lakes.The good news is that communities across the country are addressing this crisis in innovative ways. Through different community-based efforts, local activists and food advocates are finding ways to improve community health and environmental outcomes while creating a more economically equitable food system.It is within this context that this report identifies opportunities to transform jobs in the green economy and enhance environmental and economic equity outcomes in the future. The initial analysis promises opportunities for workers to build long-term skills, and emphasizes the importance of linking local efforts to broader regional and national policy platforms. This multi-level engagement and collaboration will help set in motion the systemic changes needed to create a more sustainable and equitable food system

Artist Space Development: Making the Case

Based on case studies, discusses the challenges advocates of artist space development face, the arguments they make to garner support, the strategic approaches they take, and what they achieve in making artist space a priority in community development

Small and Medium Enterprises in the Agriculture Value Chain: Opportunities and Recommendations

Authored in collaboration with Oxfam, this report analyzes the effectiveness of development programs in addressing the effectiveness of SME agricultural value chains, and dissect whether these interventions would be Social Enterprises (SEs) in agriculture in Asia. The paper makes recommendations for donors and development agencies that seek to support SEs in agriculture