Social enterprise manager's career path preferences

Public Policies Impact on Third Sector Social Enterprises in UK Regions

“…The research also revealed that the UK Coalition Government (2010 -2015) reduction in public spending to the sector has led to small social enterprises with limited organisational capacity unable to compete with larger third sector organisations and the private sector organisations for government contacts (Lee, 2003;Bruce & Chew, 2011;The Kings Fund, 2011, Maher, 2015. The tendering process has enabled large organisations to turn around bids in a very short time scale.…”

“…This disadvantages these organisations who are often good at delivering services but do not have the infrastructure to develop a tender document in a very short time frame. This was found to be challenging for small social enterprises and has created considerable financial uncertainty which is limiting their ability develop services (The Kings Fund, 2011, NVCO, 2012, Maher, 2015. As a result of the growing competition small social enterprises are regularly forced out from main contractor to sub-contractor.…”

Examining the Career Trajectories of Nonprofit Executive Leaders

“…However, limited attention is paid to education and career experience as elements of a trajectory leading to the top salaried positions in nonprofit organizations. A few studies introduce typologies of career paths into and within the sector (Harrow & Mole, 2005;Maher, 2015;Parsons et al, 1997Suarez, 2010 and point to the need for additional research in this area (see Table 1 for a summary of the typologies).…”

“…A qualitative interview investigation of voluntary sector chief executives' career accounts by Harrow and Mole (2005) in 60 small and medium-sized organizations in England revealed three distinct career approaches: Vocational, Professionalmanagerial, and Contingent. In this typology, executives fall into three further groupings: (a) "Paid philanthropist" refers to leaders whose job is a way of life-They have an altruistic approach to work, and career progression is of secondary importance (Maher, 2015) Horizontal or sideways career progression Cross-functional Vertical career progression (20%); (b) "Careerists" have particular skills and abilities that they believe are best suited for the nonprofit sector-They consciously decide to join the sector and have a planned career in the sector (40%); and (c) "Nonaligned" are those who arrive in the nonprofit world by unplanned or uncertain routes-They see themselves having a range of skills and abilities and seek to use them (40%; Harrow & Mole, 2005). While very small numbers of men and women were categorized as paid philanthropists, most female chief executives were classified as careerists and most male executives were identified as nonaligned (Harrow & Mole, 2005).…”

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

“…With rapid expansion of small social enterprise organisations, it is timely to examine the impact of this organisation's culture on managerial internal career needs. Particularly, as small social enterprises are seeking to understand how to sustain managerial retention stratagems that are not linked to salaries and pay increments (Coetzee and Schreuder, 2008;Guan et al, 2013, Maher, 2015a. This chapter focuses on exploring to what extent organisational culture influences managerial internal career needs in small social enterprises.…”