Career anchors of social enterprise managers in the UK - an empirical analysis

Maher, Chi

doi:10.1504/jibed.2016.080019

Cited by 11 publications

(3 citation statements)

References 25 publications

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“…TheresearchparticularlyrevealsthatregionalvariationsintheUK'sthirdsectorfundingregime areafactorwhichischallengingforsomesocialenterprisesintheEastMidlands,Yorkshireand Humberregions;whileorganisationsintheSouthEastregion(includingLondon)reportedsome growth and successes in developing new services. This finding is consistent with previous third sectorsocialenterpriseresearch (Aminetal.,2002;Hudson,2009;Buckinghametal.,2012;Maher, 2016)thatindicatesvariationsinthirdsectorregionalservicesandfundingandtheirimpactonsocial enterprisesinUKregions.…”

Section: Discussionmentioning

confidence: 99%

Public Policy and the Sustainability of Third Sector Social Enterprises

Maher

2019

International Journal of Sustainable Entrepreneurship and Corporate Social Responsibility

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This article examines how public policy is shaping and bolstering small social enterprise sustainability in the UK regions. As government interests in social enterprise activities and contribution to public services delivery grows, the need to provide regional qualitative data that informs policy makers of the challenges and sustainability needs of these organisations is paramount. Semi-structured interviews were conducted with 26 Chief Executive Officers (CEOs) and managers in three UK regions to ascertain how policy framework poses challenges and/or boosts small third-sector social enterprise sustainability. The research findings suggest strategies to improve sustainability will include changes in public policy to help these organisations to develop and sustain appropriate effective services. The research contributes to empirical research investigating the insinuation of regional funding variations on small social enterprise development and sustainability.

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Section: Discussionmentioning

confidence: 99%

Public Policy and the Sustainability of Third Sector Social Enterprises

Maher

2019

International Journal of Sustainable Entrepreneurship and Corporate Social Responsibility

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“…Most managers, certainly at the middle and junior levels are found to prefer to work in the task culture, with its emphasis on team work, rewards for results and a merging of individual and team objectives. It is most in tune with the current trends of, individual freedom and low status differentials in some small social enterprises (Maher, 2016).…”

Section: Literature Reviewmentioning

confidence: 92%

“…Despite changes in career structures in the 21st Century, for example, the growing number of self-employment and contract work, etc. Majority of career still takes place in organisations (Baruch, 2004;Maher, 2016), including small social enterprises (Maher, 2015b). Successive UK government acknowledges the importance of these organisations role in building social capital and developing the social economy (Kendall and Knapp, 1996;Ridley-Duff and Bull 2015).…”

Section: Introductionmentioning

confidence: 99%

Understanding the Impact of Organisational Culture on Managers' Internal Career Needs

Maher

2017

Advances in Human Resources Management and Organizational Development

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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.

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Impact of Public Policy on Small Third Sector Social Enterprises

Influence of Public Policy on Small Social Enterprises

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This chapter provides important perspectives from key informants about their experiences of the impact of public policy on small social enterprises. Semi-structured interviews were conducted with the 10 Chief Executive Officers (CEOs), 8 HR managers, and 46 operational managers working in small third sector social enterprises in four UK regions to ascertain how government policy framework poses challenges and/or encourages small third sector social enterprises growth and success. There is clear evidence that changes in public policy have had some challenging effect on services development and in several regions, with core services, training and employment support and preventative services are showing a net deterioration.

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Career anchors of social enterprise managers in the UK - an empirical analysis

Cited by 11 publications

References 25 publications

Public Policy and the Sustainability of Third Sector Social Enterprises

Public Policy and the Sustainability of Third Sector Social Enterprises

Understanding the Impact of Organisational Culture on Managers' Internal Career Needs

Impact of Public Policy on Small Third Sector Social Enterprises

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