Social enterprises, marketing, and sustainable public service provision

This paper explores whether social enterprises are capable of fulfilling the public policy rhetoric surrounding them, to become sustainable providers of public services. It does this by examining their marketing activity within North-East England and focuses on social enterprises delivering adult social care public services. It finds that social enterprises are employing a product-dominant approach to marketing rather than a service-oriented, relationship marketing, approach. This undermines their ability to build the enduring relationships with all their key stakeholders that are the key to effective service management and fatally weakens their potential as sustainable public service providers. The paper subsequently uses service theory to build an alternative model of marketing and business practice predicted precisely upon the need to build such relationships

The effects of workers' participation on enterprise performance: empirical evidence from French cooperatives

The results of estimating production functions augmented by various measures of workers\u27 participation on a large enterprise level data set of French cooperatives are reported. Value added is found to be an increasing function of participation in profits, in collective membership and in ownership, even when a wide assortment of enterprise specific and environmental factors are taken into account. This finding is very robust, surviving tests between alternative specifications of technology, for reverse causality, for simultaneous equation bias and for multicollinearity. The typical productivity effect from participation, however, is small, around 5% of output. The results suggest that Western policymakers should investigate ways to increase workers\u27 participation in capital stakes and profit shares

Mission, finance, and innovation: the similarities and differences between social entrepreneurship and social business

Social business and social entrepreneurship offer an exciting field for empirical and conceptual management research. Yet, while there are many attempts to define either social entrepreneurship or social business, the boundaries and overlaps of both phenomena often remain vague or contested -thus rendering empirical or conceptual learning more difficult. We propose a three-dimensional definitional framework to define social business and social entrepreneurship, distinguish them, and relate them to each other. Our framework interprets the pure forms of both social business and social entrepreneurship as the two-dimensional combination of a pure social mission with either pure financial self-sustainability (social business) or a pure innovation focus (social entrepreneurship). Since the finance and innovation perspective are distinct yet independent dimensions, we derive and illustrate four cases of how social business and social entrepreneurship may but need not overlap. Challenging the assumption that each dimension is confined to two dichotomous values, we then interpret each dimension as a full spectrum and introduce the idea of mission, finance, and innovation hybridity. Our discussion suggests that multidimensional hybridity is the empirical rule rather than the exception. It is for this reason that the study of the pure forms of social business and social entrepreneurship promises particularly fruitful insights for management research. We conclude with implications for future management research