The Impact of Social Business Process Management on Policy-making in e-Government

The combination of social media and Business Process Management (BPM) has given rise to the emerging field of “social BPM”. The new devel-opment of social BPM is expected to provide bene-fits like flexibility for knowledge-intensive pro-cesses, like policy-making. The goal of this paper is to understand the impact of social BPM on poli-cy-making. We first present a literature survey showing that social BPM is a new and emerging research area and limited attention has been giv-en to social BPM in e-government. The literature reviews showed a lack of empirical research into the accomplished benefits of social BPM. To bridge this gap, a comprehensive case study in a Dutch government social BPM platform was con-ducted. While not all the benefits suggested in the literature were identified in the case study, nega-tive impact of social BPM were also found. A ten-sion was found between accomplishing flexibility and accountability and user efficiency

Environmental Policy Update 2012: Development Strategies and Environmental Policy in East Africa

The seven chapters that comprise this report explore ways to integrate sustainability goals and objectives into Ethiopia's current development strategies

Impact at Scale: Policy Innovation for Institutional Investment With Social and Environmental Benefit

Explores policy options to maximize impact investing opportunities for institutional investors and accelerate the development of impact investing practices and products. Presents case studies of and insights from investors and service providers

The business-social policy nexus: Corporate power and corporate inputs into social policy

It is increasingly impossible to understand and explain the shape and delivery of contemporary social policy unless we consider the role of business. Several factors have been at work here. First, many of the changes in social policy introduced since the 1970s have been in response either to business demands or more general concerns about national competitiveness and the needs of business. Second, globalisation has increased corporate power within states, leading to transformations in social and fiscal policies. Third, business has been incorporated into the management of many areas of the welfare state by governments keen to control expenditure and introduce private sector values into services. Fourth, welfare services, from hospitals to schools, have been increasingly opened up to private markets. Despite all this, the issues of business influence and involvement in social policy has been neglected in the literature. This article seeks to place corporate power and influence centre-stage by outlining and critically reflecting on the place of business within contemporary welfare states, with a particular focus on the UK. Business, it argues, is increasingly important to welfare outcomes and needs to be taken into account more fully within the social policy literature

Managing the Tensions at the Intersection of the Triple Bottom Line: A Paradox Theory Approach to Sustainability Management

Corporate sustainability management encompasses multiple dimensions: environmental, social, and economic. Companies are increasingly evaluated within the public sphere, and within their own organizations, according to the degree to which they are perceived to simultaneously promote this nexus of virtues. This article seeks to explore the tensions frequently faced by organizations that strive to manage these dimensions and the role of public policy in that pursuit. A multiple–case study approach is utilized in which the authors selected case organizations according to whether they were attempting to manage the three dimensions of sustainability. The authors utilize paradox theory and a typology provided by previous research to understand the nature of the tensions that emerge in the selected case study organizations. They extend this previous work by examining the role of public policy in providing the situational conditions to make these paradoxical tensions salient, and they examine organizational responses to these conditions. Directions for firms, policy makers, and future researchers are provided on the basis of this study’s findings

Social Entrepreneurship Collaboratory: (SE Lab): A University Incubator for a Rising Generation of Leading Social Entrepreneurs

How can universities help create, develop and sustain a rising generation of social entrepreneurs and their ideas? What new forms of learning environments successfully integrate theory and practice? What conditions best support university students interested in studying, participating in, creating and developing social change organizations, thinking through their ideas, and connecting with their inspiration? What is the intellectual content and the rationale for a curriculum addressing this at a university

Public service spin-outs in the UK: towards a theoretical understanding of the spin-out process

Since the election of the Labour government in 1997 and its vision of the ‘Third Way’, the UK government has been keen to support social enterprise and to utilise the third sector in welfare delivery. Over the past few years the policy environment in the UK has sought to encourage public sector workers to ‘spin-out’ the services that they deliver into social enterprises. The research reported in this paper draws on semi-structured interviews with eleven representatives across four local authorities (LA) in the UK that are spinning out a public service into a social enterprise. The services being spun out operate across four different sectors, which allows the research to identify the common experiences and barriers in spinning out. The analysis is underpinned by a theoretical model of public/third sector collaboration by Takahashi and Smutny’s (2002), later adapted by Cornforth et al (2013). We present an alternative version of this framework based on public sector spin outs. In doing so, the research identified that there are significant barriers facing public services that seek to spin-out as social enterprises and the challenges that this brings to LAs in relation to managing the process. Issues around the sustainability of the ‘business case’ of the spin-outs proved to be the main problem, along with the difficulties of maintaining service provision during the transition phas