Strategy Portfolio

Urs P. Jäger

Chapter 12 in Managing Social Businesses, 2010, pp 188-206 from Palgrave Macmillan

Abstract: Abstract Goal of the chapter: During the development of many strategic instruments, competition was assumed to be the relevant context of the organizations. Social businesses act at the interface of markets and civil societies. Competition is just one side of the medal. Many of these instruments can therefore not be transferred one by one into the context of strategic management in social businesses. This chapter follows up on the question: How to determine strategies in social businesses? The reader learns in this chapter about the differences of portfolio approaches in competition- and solidarity-based contexts and the solidarity/need matrix as an option that takes the social characteristics of social businesses for granted.

Keywords: Civil Society; Executive Director; Social Entrepreneur; Strategic Position; Social Investor (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-29242-0_12

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DOI: 10.1057/9780230292420_12

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