Low, Christopher (2006) A framework for the governance of social enterprise. International journal of social economics, 33 (5/6). pp. 376-385. ISSN 0306-8293
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Purpose – This paper aims to assess the appropriateness of two contrasting models of governance to organisations within the social enterprise sector.
Design/methodology/approach – In order to achieve this aim the paper draws on theories of for-profit governance, particularly the stewardship model, and theories of non-profit governance,
particularly the democratic model. Theoretical insights from these literatures are then combined with the emerging literature on social enterprise.
Findings – Two propositions result from this which posit that social enterprise, despite being located within the non-profit sector, may be more likely to exhibit for-profit forms of governance.
Practical implications – Practitioners within social enterprises, and those operating in advisory roles to the sector, could benefit from the argument advanced in the paper in that it offers a potential governance solution to the distinctive management challenges being faced by social enterprises.
Originality/value – The paper contributes a framework for examining governance within social
enterprises, and offers a guide for future research into social enterprise governance.
|Additional Information:||Copyright © Emerald Group Publishing Limited|
|Uncontrolled Keywords:||corporate governance social responsibility|
|Subjects:||H Social Sciences > HF Commerce
H Social Sciences > HG Finance
|Schools:||The Business School|
Abzug, R., Galaskiewicz, J. (2001), "Nonprofit boards: crucibles of expertise or symbols of local identities?", Nonprofit and Voluntary Sector Quarterly, Vol. 30 No.1, pp.51-73.
|Depositing User:||Sara Taylor|
|Date Deposited:||23 Feb 2007|
|Last Modified:||27 May 2016 04:36|
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