The bright side of social economy sector’s projectification: a study of successful social enterprises

IF 0.7 Q4 MANAGEMENT Management Research and Practice Pub Date : 2016-11-14 DOI:10.5130/PMRP.V3I0.5043
Beata Jałocha, Ewa Bogacz-Wojtanowska
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引用次数: 11

Abstract

In Europe, we are witnessing a growth in the social economy sector, i.e. in socio – economic organizations, which belong neither to the traditional for profit sector (market economy) nor to the public sector (government) (Deforuny, 2001; Young, 2007) - they rather act at the interface of civil society and markets (Jager, 2010). The main goal of these organizations, called social enterprises or social business, is doing business for socially useful purposes. These initiatives may take the form of traditional Non-Governmental Organizations (NGOs), like foundations and associations, as well as new kinds of organizations for example social cooperatives, partnerships, funds. Social economy is situated between public and business sphere of administration and combines both, social objectives and the ones profit-oriented. Social entrepreneurship is unquestionably a desirable feature of social economy understood as reaching planned economic objectives with the use of available resources. Another feature comprises in using involvement and creativity of excluded persons and thus, solving social problems, among others, structural unemployment and disadvantage of social minorities as well as strengthening democratic processes, bottom-up social initiatives etc. Achieving objectives, both social and economic, requires using modern management instruments and methods. All of the above mentioned organizations or ventures, which achieve their local, social or ethical mission and goals using methods adopted from the business sector (Defourny, Hulgard, Pestoff, eds.2014). One of these methods is project management. The whole sector of social economy, both in Poland and in Europe, is strongly influenced by projectification process: a lot of the activities are performed in the form of projects. For last ten years projectification of social non-governmental sector as well as the economy sector in Poland was reinforced by EU’s funding stream – hundreds of co-funded projects, which aimed at increasing the level of development and improving the condition of social economy, were implemented. Some of these projects have resulted in the creation of durable, dynamically operating social enterprises, and some of them did not produce any long-term results. In case of successful projects, we can observe an unusual effect of projectification process: the creation of permanent structures, sustainable social economy organizations through the implementation of projects. Although we can identify examples of interesting research on impact of project work on NGOs (Briere, Proulx, Navaro, & Laporte, 2015); Golini, Kalchschmidt, Landoni, 2015) or critical success factors of non-governmental projects (Khang & Moe, 2008), there is a research gap which we would like to address in this paper: lack of research on project management best practices in social enterprises. Thus, the main research question we would like to investigate in the paper is: What are the factors that lead to creation of durable, permanent social economy enterprises from projects? This paper draws on set of qualitative data from broader research on social economy sector conducted in Poland in years 2011-2013 by researchers from the Institute of Public Affairs (IPA). For the purpose of this paper we have conducted multiple case study analysis and analysed 36 case studies of existing social enterprises. One of our research goals was to find out, which factors are critical in the process of creation durable social enterprises from projects. Also, we wanted to understand how projectification, influenced strongly by the EU policies, changes the landscape of social enterprises in Poland and helps them achieve success.
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社会经济部门项目化的光明面:对成功社会企业的研究
在欧洲,我们正在目睹社会经济部门,即社会经济组织的增长,这些组织既不属于传统的利润部门(市场经济),也不属于公共部门(政府)(Deforuny, 2001;Young, 2007)——他们更愿意在公民社会和市场的界面上行动(Jager, 2010)。这些被称为社会企业或社会企业的组织的主要目标是为社会有益的目的而开展业务。这些倡议可以采取传统的非政府组织的形式,例如基金会和协会,也可以采取新的组织形式,例如社会合作社、伙伴关系、基金。社会经济介于公共和商业管理领域之间,是社会目标和利润目标的结合。毫无疑问,社会企业家精神是社会经济的一个可取特征,它被理解为利用现有资源达到计划的经济目标。另一个特点是利用被排斥者的参与和创造力,从而解决社会问题,其中包括结构性失业和社会少数群体的不利处境,以及加强民主进程、自下而上的社会倡议等。实现社会和经济目标需要使用现代管理手段和方法。以上提到的所有组织或企业,使用商业部门采用的方法实现其当地,社会或道德使命和目标(Defourny, Hulgard, Pestoff, eds.2014)。其中一种方法是项目管理。在波兰和欧洲,整个社会经济部门都受到项目进程的强烈影响:许多活动是以项目的形式进行的。在过去十年中,欧盟的资金流加强了波兰社会非政府部门和经济部门的规划- -实施了数百个共同资助的项目,旨在提高发展水平和改善社会经济状况。其中一些项目产生了持久的、有活力地运作的社会企业,有些项目没有产生任何长期成果。在成功的项目中,我们可以观察到项目化过程的不同寻常的效果:通过项目的实施创建永久性结构,可持续的社会经济组织。虽然我们可以找出一些关于项目工作对非政府组织影响的有趣研究的例子(Briere, Proulx, Navaro, & Laporte, 2015);Golini, Kalchschmidt, Landoni, 2015)或非政府项目的关键成功因素(Khang & Moe, 2008),我们想在本文中解决一个研究缺口:缺乏对社会企业项目管理最佳实践的研究。因此,本文要探讨的主要研究问题是:是什么因素导致项目创造出持久的、永久的社会经济企业?本文借鉴了公共事务研究所(IPA)研究人员2011-2013年在波兰进行的社会经济部门更广泛研究的一组定性数据。为了本文的目的,我们进行了多个案例研究分析,并分析了36个现有社会企业的案例。我们的研究目标之一是找出哪些因素在项目创建持久的社会企业的过程中是至关重要的。此外,我们还想了解受欧盟政策强烈影响的项目是如何改变波兰社会企业的格局并帮助他们取得成功的。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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