The emergence of social enterprises over the past 25 years has been an exciting and significant development in the economy at a local, national and international level. How should we understand the growing popularity of social enterprise? Are alternative business models even more relevant in an uncertain business climate? How does Social Enterprise fit into the wider social context? In 12 comprehensive chapters the authors discuss and illustrate both theoretical and practical considerations for the field. The book: focuses on different and distinct approaches to Social Enterprise and social economy; contains comprehensive coverage of employee-owned, cooperative, community and charitable enterprises; looks at private, voluntary and public sector differences; examines managerial issues for social enterprises: strategic thinking, leadership, HRM, governance and globalisation; draws on international debates and examples; includes extensive learning features such as: summaries, international case studies, reflection boxes, further reading and links to online information about social enterprise projects; and, is accompanied by a companion website with a full instructors' manual, including PowerPoint slides and extra case studies for lecturers, and access to full-text journal articles for students.

Table of Contents

PART ONE: THEORETICAL PERSPECTIVES ON SOCIAL ENTERPRISE Third Sector and the Social Economy Civil Society and a Third System Organizations of the Third Sector Assessing Size, Scope and Contribution The Development of Trusts and Charities The Development of Co-Operatives and Mutual Societies Secular Associations and a Voluntary Sector The Modern Third Sector and Social Economy Implications for Social Enterprise New Public Management and the Private Sector The End of the Post-War Consensus The Effects of New Public Management Advances in Employee and Community Ownership Co-Operative Transformation of the Private Sector Defining Social Enterprise The Origins of the Language of Social Enterprise Descriptions of Social Enterprise Social Enterprise as a Spectrum of Options Cross-Sector Models of Social Enterprise and Social Capital Social Enterprise as an Activity Social and Ethical Capital Understanding Views on Social Capital Values, Ethics and Sustainability Ethical Capital as a Framework for Understanding Social Enterprise Globalization and International Perspectives The Rise of Global Capital and International Markets Social Enterprise as a Global Enterprise Social Enterprise as Opposition to Globalization PART TWO: THE PRACTICE OF SOCIAL ENTERPRISE Management Debates Outlining a Perspective on Social Enterprise Education Living the Management Debate Comparing Key Texts on Social Enterprise Management Identities and Legalities Values, Identities and Social Practices Old Legal Identities and Hegemonic Power New Legal Identities and Social Power Strategic Management and Planning Conceptualizing Strategic Management Operationalizing Strategic Management and Planning Assessing Strategic Management Performance Governance, HRM and Employee Relations Discourses on Managing People Shared Governance and HRM Concepts Recruitment, Selection and Induction Dispute Resolution Discussion of Case Studies Leadership and Social Entrepreneurship Why Leadership Matters Theories of Leadership Perspectives on Entrepreneurship Income Streams and Social Investment Theorizing Income and Investment Activities Income from Trading and Membership Gifts and Donations Loan and Equity Finance Social Investment Funds Measuring Outcomes and Impacts Performance as a Concept Social Accounting Practices SAA and SROI: Similarities and Differences Critical Perspectives on Social Accounting Implications for Social Enterprises Postscript - Social Enterprise in 2050

About the Author

Mike Bull is Research Fellow at Manchester Metropolitan University and unit leader of a final year module on social enterprise at Manchester Metropolitan University Business School. He is an editorial board member of Social Enterprise Journal and is a Director of Social Enterprise North West (SENW) and Together Works -- The social enterprise network for Greater Manchester. Mike has developed a rich understanding of the field through his experiences, as well as through his original research and contributions to knowledge, having led on a number of research projects, focusing particularly on strategic management and the organisational performances of social enterprises. Rory Ridley-Duff is Senior Lecturer at Sheffield Hallam University. Throughout the 1990s, Rory was a director of Computercraft Ltd, an IT cooperative that helped to establish Social Enterprise London. His experience and early writing activities enabled him to win a PhD Studentship to Sheffield Hallam University where he researched the governance practices of a private company converting to social enterprise. In 2003, he became a lecturer at Sheffield Business School and recently established an MSc Social Enterprise and Business Democracy degree. Now an editorial board member of the Social Enterprise Journal, he is also a director of the social firm Viewpoint Research CIC, and one of UnLtd's Ambassadors for Social Entrepreneurship in Higher Education.