Civil society and the 'commanding heights' the civil economy: past, present, future

Civil society associations can run businesses and they can run organisations that aim to influence businesses. Together, these two sorts of association help to grow a civil economy. This paper, written for the Commission of Inquiry into the Future of Civil Society in the UK and Ireland, reviews the history of the civil economy and looks ahead to how it may come to have a greater influence in the future

Making deeper sense in the midst of great busyness: a study of and with third sector CEOs

This paper provides the background to a study from which sample findings will be presented and discussed at the ARVOVA 2008 conference in Philadelphia. It explains the origins and aims of a continuing collaborative inquiry with third sector Chief Executives, gives a summary history of the project, and describes the methodological issues involved in doing 'twin-track' research – that is, research aimed at producing both practice knowledge and formal theory

Emerging resource flows for social entrepreneurship; theorizing social investment

In the UK and elsewhere, a ‘market’ in social investment has been developing rapidly over the last 10-15 years, yet there has not been an academic study of the phenomenon to date. This paper aims to address this important gap in social entrepreneurship research. Empirically, the aim of this paper is to outline the nature, scale, and forms of these financial flows. Theoretically, the aim is to conceptualize social investment and build an analytic model of its different orientations. The paper suggests three future scenarios for social investment that blend, in different combinations, instrumental and substantive rationalities and logics

The metal fabricators: challenges of growth in a small Ghanaian business

This case has been written in order to provide a basis for class discussion. It is presented in three parts and could be run over several class meetings. In keeping with the OER approach, it could easily be re-versioned – for example, to provide the basis for an assignment

Estratégias de Educação Corporativa: universidades corporativas na prática

A report for the Government of Brazil on research into Corporate Universities worldwide and the implications for Brazil. O ritmo acelerado de mudanças na maior parte dos setores da economia mundial vem sendo uma grande fonte de ansiedade para executivos, organizações e nações inteiras. As competências, habilidades e conhecimentos que contribuem para que uma empresa seja competitiva hoje, não são mais nenhuma garantia para seu sucesso futuro, e nem mesmo para sua própria sobrevivência. As mudanças vêm ocorrendo em diversas dimensões, ocasionadas especialmente por novas formas de competição e novos competidores, a globalização de mercados, processos de fabricação, cadeias produtivas e serviços; reestruturação industrial, volatilidade dos capitais e mudanças tecnológicas, que resultam em inovações de produtos e processos

Impact Investing and Inclusive Business Development in Africa: A research agenda

Impact investing aims to create sustainable social and environmental impacts for investee enterprises and communities as well as adequate financial returns. As an attractive emerging market investment strategy, it involves development finance institutions and philanthropic foundations partnering with mainstream private venture capital to create impact funds with the goal of catalysing inclusive market-based enterprise development in low income countries. In this paper, we present findings from a scoping study discussing the nature and operations of impact funds in African economies and the associated research opportunities on this topic. To facilitate the assessment, we reviewed the existing literature on impact investing, considering this along three interrelated perspectives, namely 1) impact investing as development finance policy for economic development, 2) impact investing as a development in socially responsible investing, and 3) impact investing as capacity-building for inclusive business development in African economies. The interplay of these perspectives shapes the constitution and operational strategies of specific impact funds and provide a conceptual context for understanding impact investing at country level. Drawing on interviews, email exchanges and roundtable discussions with representative global and country-specific (Sierra Leone, Cameroon and Kenya) stakeholders our analysis makes three contributions to the impact investing debate. First we explore a model for understanding the ways in which impact funds are being channeled into inclusive businesses in Africa and the associated catalytic effects on poverty alleviation, social and economic development. Second we identified and tested access to, a range of impact funds and associated sector-specific inclusive businesses for future case writing – hopefully ‘failures’ as well as ‘successes’. Finally, we reflect on some of the unanswered managerial and policy-related questions that require a more rigorous inquiry-led appraisal to better understand and enhance the contribution of impact funds to inclusive business development in Africa

Investigating knowledge management: can KM really change organisational culture?

Purpose – The purpose of this paper is to investigate the relationship of knowledge management (KM) with organisational culture, a subject of interest to academics and KM practitioners. Design/methodology/approach – It is based on case study research in the voluntary sector, which is relatively less studied than the commercial or public sectors. Findings – One major finding was that although culture was recognised as an intricate concept, KM programmes were often simplistically intended to “change culture”. Two instances of long-term change were identified. Strong and persistent leadership, with a clear rationale for culture change, and also a well-established technology innovation programme, using local “champions” to help align knowledge programmes with daily work routines, did have an impact on organisational culture. Research limitations/implications – The findings provide food for thought for practitioners in the voluntary sector. As external pressures and common technology are leading the different sectors to follow more similar work practices, it is likely that the findings of this paper will have relevance also for other sectors, where organisations face similar resource constraints. Practical implications – The paper provides a thoughtful analysis of data collected over several years that suggests sectoral differences will not be the crucial factor to consider when looking at the impact of KM. Originality/value – It provides practical examples of what has worked to “change organisational culture” and what has not, as well as ideas for future research