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Managing social businessesmission, governance, strategy, and accountability /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Managing social businessesUrs P. J�ager.
Reminder of title:	mission, governance, strategy, and accountability /
Author:	J�ager, Urs.
Published:	Houndsmill, Basingstoke, Hampshire ;Palgrave Macmillan,2010.
Description:	1 online resource (xxx, 285 p.) :ill.
Subject:	Nonprofit organizations.
Online resource:	An electronic book accessible through the World Wide Web; click for information
ISBN:	9780230292420 (electronic bk.)

Managing social businessesmission, governance, strategy, and accountability /
J�ager, Urs.

Managing social businessesmission, governance, strategy, and accountability /[electronic resource] :Urs P. J�ager. - Houndsmill, Basingstoke, Hampshire ;Palgrave Macmillan,2010. - 1 online resource (xxx, 285 p.) :ill.

Includes bibliographical references and index.

-- Management Challenges in Social Businesses -- PART I: THE CONCEPT: THE PRACTICE OF COMPLEX DECISION MAKING -- Managing at the Interface of Market and Civil Society -- Towards a 'Theory of Social Businesses' -- Framework for Complex Decision Making -- PART II: THE MISSION: BALANCE OF CIVIL SOCIETY AND THE MARKET -- The Origin of Tensions -- Decision Making despite Multiple Identities -- PART III: GOVERNANCE: BALANCE OF SOLIDARITY AND FUNCTION -- Resource Tension Areas -- Impact Tension Areas -- Leadership Tension Areas -- Motivation Tension Areas -- PART IV: STRATEGY: BALANCE OF PAST AND FUTURE -- Screening for Strategies -- Legitimization and Strategic Initiatives -- Strategy Portfolio -- PART V: ACCOUNTABILITY: BALANCE OF ACTION AND COMMUNICATION -- Accountability Work -- Bargaining Accountability -- Management for Solidarity --

Social businesses and non-profit organisations�act�at the interface of�markets and civil societies.�Their executives are challenged by issues of social mission and economic rationale. Most of their decisions are influenced by�the tensions�at this interface which�creates a high complexity of practice. Urs �Jger's book presents a new concept of social businesses and a framework for mission and strategy-related decision making in this complex context. The author�addresses four�key questions concerning the management of social businesses. b5 s What are the challenges to the mission? b5 s How can the accordance of mission and action be achieved despite the area of tension between social purpose and market rationale? b5 s How can issues of traditional values be linked with future-oriented strategies and how can decisions by the executive committee be implemented? b5 s How can the achievements of an organization be assessed?

ISBN: 9780230292420 (electronic bk.)

Source: 410395Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

231053
Nonprofit organizations.
Index Terms--Genre/Form:

214472
Electronic books.

LC Class. No.: HD62.6 / .J34 2010

Dewey Class. No.: 658

Managing social businessesmission, governance, strategy, and accountability /
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505 0 $a -- Management Challenges in Social Businesses -- PART I: THE CONCEPT: THE PRACTICE OF COMPLEX DECISION MAKING -- Managing at the Interface of Market and Civil Society -- Towards a 'Theory of Social Businesses' -- Framework for Complex Decision Making -- PART II: THE MISSION: BALANCE OF CIVIL SOCIETY AND THE MARKET -- The Origin of Tensions -- Decision Making despite Multiple Identities -- PART III: GOVERNANCE: BALANCE OF SOLIDARITY AND FUNCTION -- Resource Tension Areas -- Impact Tension Areas -- Leadership Tension Areas -- Motivation Tension Areas -- PART IV: STRATEGY: BALANCE OF PAST AND FUTURE -- Screening for Strategies -- Legitimization and Strategic Initiatives -- Strategy Portfolio -- PART V: ACCOUNTABILITY: BALANCE OF ACTION AND COMMUNICATION -- Accountability Work -- Bargaining Accountability -- Management for Solidarity --
505 0 $a The concept : the practice of complex decision making -- Managing at the interface of market & civil society -- Towards a "theory of social businesses" -- Framework for complex decision making -- The mission : balance of civil society and the market -- The origin of tensions -- Decision making despite multiple identities -- Governance : balance of solidarity and function -- Resource tension areas -- Impact tension areas -- Leadership tension areas -- Motivation tension areas -- Strategy : balance of past and future -- Screening for strategies -- Legitimization and strategic initiatives -- Strategy portfolio -- Accountability : balance of action and communication -- Accountability work -- Bargaining accountability.
520 $a Social businesses and non-profit organisations�act�at the interface of�markets and civil societies.�Their executives are challenged by issues of social mission and economic rationale. Most of their decisions are influenced by�the tensions�at this interface which�creates a high complexity of practice. Urs �Jger's book presents a new concept of social businesses and a framework for mission and strategy-related decision making in this complex context. The author�addresses four�key questions concerning the management of social businesses. b5 s What are the challenges to the mission? b5 s How can the accordance of mission and action be achieved despite the area of tension between social purpose and market rationale? b5 s How can issues of traditional values be linked with future-oriented strategies and how can decisions by the executive committee be implemented? b5 s How can the achievements of an organization be assessed?
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