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Palgrave Macmillan
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Managing Social Businesses

Mission, Governance, Strategy and Accountability

  • Book
  • © 2010

Overview

Authors:
  1. Urs P. Jäger
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Table of contents (14 chapters)

  1. Front Matter

    Pages i-xxx
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  2. The Concept: The Practice of Complex Decision Making

    1. Front Matter

      Pages 1-2
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    2. Managing at the Interface of Market and Civil Society

      • Urs P. Jäger
      Pages 3-21

    3. Towards a ‘Theory of Social Businesses’

      • Urs P. Jäger
      Pages 22-49

    4. Framework for Complex Decision Making

      • Urs P. Jäger
      Pages 50-62

  3. The Mission: Balance of Civil Society and the Market

    1. Front Matter

      Pages 63-66
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    2. The Origin of Tensions

      • Urs P. Jäger
      Pages 67-83

    3. Decision Making Despite Multiple Identities

      • Urs P. Jäger
      Pages 84-94

  4. Governance: Balance of Solidarity and Function

    1. Front Matter

      Pages 95-100
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    2. Resource Tension Areas

      • Urs P. Jäger
      Pages 101-113

    3. Impact Tension Areas

      • Urs P. Jäger
      Pages 114-129

    4. Leadership Tension Areas

      • Urs P. Jäger
      Pages 130-141

    5. Motivation Tension Areas

      • Urs P. Jäger
      Pages 142-156

  5. Strategy: Balance of Past and Future

    1. Front Matter

      Pages 157-159
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    2. Screening for Strategies

      • Urs P. Jäger
      Pages 161-174

    3. Legitimization and Strategic Initiatives

      • Urs P. Jäger
      Pages 175-187

    4. Strategy Portfolio

      • Urs P. Jäger
      Pages 188-206

  6. Accountability: Balance of Action and Communication

    1. Front Matter

      Pages 207-209
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    2. Accountability Work

      • Urs P. Jäger
      Pages 211-225

    3. Bargaining Accountability

      • Urs P. Jäger
      Pages 226-244
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Keywords

About this book

Social businesses and non-profit organizations act at the interface of markets and civil societies. Their executives are challenged by issues of social mission and economic rationale. This book presents a new concept of social businesses and a framework for the mission and strategy-related decision making in this complex concept.

About the author

URS JÄGER received a Ph.D. at the University of St. Gallen, Switzerland. He is Associate Professor and Managing Director of a research centre at the same University. He published articles in leading international journals and four books, teaches at different universities and leaded many consulting projects in national and international non-profit organizations.

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