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This chapter provides an important perspective on how public policies impact small third sector social enterprises in UK regions. There is limited research that has explored the how government policies are impacting on small regional drug and alcohol social enterprises. The research employed a multiple case study design (Stake, 2006; Yin, 2009).of eight small drug and alcohol third sector social enterprise organisations based in three UK regions (The East Midlands, The South East (including London) and Yorkshire and Humber). Semi-structured interviews were conducted Chief Executive Officers (CEOs) of these organisations to ascertain how government policy framework influences their service developments. The research finding contributes to the fairly limited empirical research investigating regional variations of third sector social enterprises. It advocates for changes in government regional funding polices help small third sector social enterprises to develop and sustain appropriate effective services where they are based – at the regional level.

This paper examines the dominant career anchors of third sector social enterprise managers and the relation of their career anchors with the job environment. The research found that autonomy career anchor was ranked significantly higher than any other career anchor, which suggests that social enterprise managers have a higher need for a job environment that allows them to set their own work pace and develop expertise. The findings make an important contribution to new knowledge and provides an empirical support for the use of Schein's (1978, 1990) career anchor model as a tool to measure social enterprise managerial career anchors in the third sector. A mixed method research design was employed. A survey and semi-structured interviews were conducted with forty social enterprise managers working in the UK. The paper concludes with implications for theory and practice.

This chapter explores the influence of organisational culture on managerial internal career needs in small third sector social enterprises. Every organisation develops and maintains a unique culture, which provides guidelines and boundaries for the career management of members of the organisation. The research methodology was designed to allow the collection of data from three case study organisations and 24 operational managers working in these organisations. The qualitative findings of the study add to, and help to explain the inter-play between individual manager's internal career needs and organisational culture. Most importantly the findings suggest that when individual manager's internal career needs are closely supported by organisational culture, it increases their desire to stay with the organisation. The findings make an important contribution in the field of organisational career management.

The focus of this chapter is to provide scientific evidence to luxury fashion businesses for competing in a competitive global market, providing for further research opportunities of the innovation strategy. Thanks to a qualitative method, in this chapter it emerged that the innovation strategy may focus on different elements, such as products and processes according to the framework distinction. Even if the distinction between products and processes is not always clear-cut, it has several implications. In this chapter, the connection between the company and its territory permits the creation of some networks between several parties, producing a regional development: they could improve the competitiveness of the company, creating an increased advantage against its competitors.