Strategic positioning and organizational adaptation in social enterprise subsidiaries of voluntary organizations

Chew, Celine 2010. Strategic positioning and organizational adaptation in social enterprise subsidiaries of voluntary organizations. Public Management Review 12 (5) , pp. 609-634. 10.1080/14719031003633961

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Abstract

This article examines a new organizational form, the community interest company (CIC), as a means for voluntary and charitable organizations to embark on formalized social enterprise activities in the UK. A combination of social, economic, legal and strategic positioning factors has influenced charities to set up CICs as social enterprise subsidiaries to complement their public service work. CICs with charitable origins have relatively weak strategic positions, which are distinct from those of their parent charities. This difference creates tensions in the relationship between the CICs and their parent charities, which have implications for the management of third sector social enterprises.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Centre for Business Relationships, Accountability, Sustainability and Society (BRASS) Business (Including Economics)
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management H Social Sciences > HM Sociology H Social Sciences > HS Societies secret benevolent etc H Social Sciences > HT Communities. Classes. Races
Uncontrolled Keywords:	Charitable organizations ; Community interest companies ; Social enterprise hybrids; Strategic positioning ; United Kingdom
Publisher:	Taylor & Francis
ISSN:	1471-9037
Last Modified:	19 Mar 2016 22:33
URI:	https://orca.cardiff.ac.uk/id/eprint/20120

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