A framework for the governance of social enterprise

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.