Economics

Social entrepreneurship is on the rise and the line between social entrepreneurship and commercial entrepreneurship is increasingly blurring. However the concept and practice of social entrepreneurship and its interaction with the crucial success factors of people, context, deal and opportunity (PCDO) has not been full scrutinized. This book analyses the interaction of social enterprises with PCDO and presents a unique relationship of social entrepreneurship with these success factors and clarifies social entrepreneurship’s position relative to commercial entrepreneurship. For startup social enterprises and veteran social entrepreneurs, it helps clarify business direction and avoid potential complications. For social entrepreneurship academicians it helps increase our understanding of the field.

Purpose This paper aims to develop a strategy model which explains what organisations should focus on in their strategy work, both in terms of the environment and how the strategy is implemented. In addition, the purpose is to demonstrate how this can influence and improve the organisations’ performance. Design/methodology/approach The study uses different state-of-the-art strategy approaches to create and validate a solid and causal strategy model, which was validated by making use of a questionnaire. Findings The nature of strategy is complex, and organisations are indeed facing more complex tasks which require that internal resources are available to meet the environmental demands, develop an effective strategy for today and tomorrow, implement the strategy and execute the action plans. A model consisting of five areas divided up in strategy content (productivity, flexibility and innovation) and strategy process (execution and culture) has been validated, and the empirical result...

Purpose This paper aims to develop a strategy model which explains what organisations should focus on in their strategy work, both in terms of the environment and how the strategy is implemented. In addition, the purpose is to demonstrate how this can influence and improve the organisations’ performance. Design/methodology/approach The study uses different state-of-the-art strategy approaches to create and validate a solid and causal strategy model, which was validated by making use of a questionnaire. Findings The nature of strategy is complex, and organisations are indeed facing more complex tasks which require that internal resources are available to meet the environmental demands, develop an effective strategy for today and tomorrow, implement the strategy and execute the action plans. A model consisting of five areas divided up in strategy content (productivity, flexibility and innovation) and strategy process (execution and culture) has been validated, and the empirical result...

Strategic concerns have spread into public management and fueled the growth of strategic practices. The purpose of this study is to examine strategy discourses in public sector organizations. It describes how strategy is articulated and conceptualized with reference to dominant strategy discourses and identifies the structural tension between these discourses. Based on a deconstructive analysis of focus group interviews, the article identifies four strategy discourses: “rationalist” discourse, “structuralist” discourse, “idealist” discourse and “constructivist” discourse. Strategy makers draw on several or all of the discourses in public sector organizations and the body of literature on strategic management related to them. The discourses are different but not incompatible in practice. Rather, they complement each other in strategic practices. Thus, the article suggests a more nuanced way of strategic discourses in public sector organizations and provides inspiration to other secto...