Strategy for social enterprises or never say never

Christos Apostolakis

International Journal of Innovation and Regional Development, 2013, vol. 5, issue 1, 112-128

Abstract: The principal aim of this paper is to identify a strategic formulation that could suit a social enterprise. Social entrepreneurship involves individuals and groups that create independent organisations in mobilising ideas and resources for addressing social needs. A focus on strategy in this context can give a much needed long-term perspective to social enterprises. In this respect, a framework is produced regarding aspects of mission, decision making, profit distribution, effectiveness of service delivery and benefits for the local community. Methodology-wise the paper is based upon work that can be identified geographically in Dorset, South West of England. It is based upon qualitative research that includes semi-structured interviewing, collection of secondary data and observations of local social enterprises. Development of a strategic planning leading to a suitable business plan is what this paper suggests for social enterprises to assign themselves to with regards to enhancing their strategic organisational capability.

Keywords: strategy; social entrepreneurship; Bournemouth; Poole; Christchurch; United Kingdom; UK; organisational operation; social enterprises; strategic formulations; individuals; groups; independent organisations; social needs; long-term perspectives; missions; decision making; profit distribution; effectiveness; service delivery; benefits; local communities; England; qualitative research; semi-structured interviews; secondary data; observation; local enterprises; strategic planning; business plans; strategic capabilities; organisational capabilities; Sequal Childcare Neighbourhood Nursery; Boscombe; Sequal Solutions; Dorset Reclaim; Townsend Community Centre; Fernheath Play Association; innovation; regional development; regions; regeneration. (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijirde:v:5:y:2013:i:1:p:112-128

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