Social enterprises are non-profit organizations that seek to achieve social goals through commercial activity. Because they have both social and commercial objectives, social enterprises are confronted with high levels of complexity in their strategizing and operations; not only do they have to generate sufficient revenue to re-invest in their business operations, they also have to maintain investment in social projects in their community. Under conditions of resource scarcity, this poses severe challenges which can threaten the long-term sustainability of the enterprise. In this paper the tension between allocating resources to commercial activity and social action is explored. A simple causalloop diagram is constructed which maps out the relationships between resource allocation and a number of other variables thought to influence the sustainability of social enterprises. By tracing through the diagram, a range of generic strategic alternatives available to social enterprises is evaluated and discussed.

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Transformational leadership has been acknowledged as an important influencing factor in knowledge management and innovation systems across a range of industries. However, there is a lack of research linking transformational leadership, knowledge sharing, and innovation within higher education, specifically within developing countries such as Iraq. This research seeks to examine the linkages between transformational leadership, knowledge sharing and innovation in higher education. The study involved surveying 250 academic staff based in Iraqi public universities. A model was developed and tested using structural equation modelling. A positive direct impact was found amongst transformational leadership, knowledge sharing and innovation. Moreover, knowledge sharing was identified as a mediator between transformational leadership and innovation. The implications of the findings for higher education institutions are discussed.

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