大葉大學圖書館 |

Managing social businesses[electronic resource] :mission, governance, strategy, and accountability /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
杜威分類號:	658
書名/作者:	Managing social businesses : mission, governance, strategy, and accountability // Urs P. J�ager.
作者:	J�ager, Urs.
出版者:	Houndsmill, Basingstoke, Hampshire ; : Palgrave Macmillan,, 2010.
面頁冊數:	1 online resource (xxx, 285 p.) : : ill.
標題:	Nonprofit organizations.
標題:	Decision making.
標題:	Strategic planning.
標題:	Responsibility.
標題:	BUSINESS & ECONOMICS - Industrial Management.
標題:	BUSINESS & ECONOMICS - Management.
標題:	BUSINESS & ECONOMICS - Management Science.
標題:	BUSINESS & ECONOMICS - Organizational Behavior.
標題:	Sociale verantwoordelijkheid.
標題:	Bedrijven.
ISBN:	9780230292420 (electronic bk.)
ISBN:	0230292429 (electronic bk.)
書目註:	Includes bibliographical references and index.
內容註:	-- Management Challenges in Social Businesses -- PART I: THE CONCEPT: THE PRACTICE OF COMPLEX DECISION MAKING -- Managing at the Interface of Market and Civil Society -- Towards a 'Theory of Social Businesses' -- Framework for Complex Decision Making -- PART II: THE MISSION: BALANCE OF CIVIL SOCIETY AND THE MARKET -- The Origin of Tensions -- Decision Making despite Multiple Identities -- PART III: GOVERNANCE: BALANCE OF SOLIDARITY AND FUNCTION -- Resource Tension Areas -- Impact Tension Areas -- Leadership Tension Areas -- Motivation Tension Areas -- PART IV: STRATEGY: BALANCE OF PAST AND FUTURE -- Screening for Strategies -- Legitimization and Strategic Initiatives -- Strategy Portfolio -- PART V: ACCOUNTABILITY: BALANCE OF ACTION AND COMMUNICATION -- Accountability Work -- Bargaining Accountability -- Management for Solidarity --
摘要、提要註:	Social businesses and non-profit organisations�act�at the interface of�markets and civil societies.�Their executives are challenged by issues of social mission and economic rationale. Most of their decisions are influenced by�the tensions�at this interface which�creates a high complexity of practice. Urs �Jger's book presents a new concept of social businesses and a framework for mission and strategy-related decision making in this complex context. The author�addresses four�key questions concerning the management of social businesses. b5 s What are the challenges to the mission? b5 s How can the accordance of mission and action be achieved despite the area of tension between social purpose and market rationale? b5 s How can issues of traditional values be linked with future-oriented strategies and how can decisions by the executive committee be implemented? b5 s How can the achievements of an organization be assessed?
電子資源:	An electronic book accessible through the World Wide Web; click for information

Managing social businesses[electronic resource] :mission, governance, strategy, and accountability /
J�ager, Urs.

Managing social businessesmission, governance, strategy, and accountability /[electronic resource] :Urs P. J�ager. - Houndsmill, Basingstoke, Hampshire ;Palgrave Macmillan,2010. - 1 online resource (xxx, 285 p.) :ill.

Includes bibliographical references and index.

-- Management Challenges in Social Businesses -- PART I: THE CONCEPT: THE PRACTICE OF COMPLEX DECISION MAKING -- Managing at the Interface of Market and Civil Society -- Towards a 'Theory of Social Businesses' -- Framework for Complex Decision Making -- PART II: THE MISSION: BALANCE OF CIVIL SOCIETY AND THE MARKET -- The Origin of Tensions -- Decision Making despite Multiple Identities -- PART III: GOVERNANCE: BALANCE OF SOLIDARITY AND FUNCTION -- Resource Tension Areas -- Impact Tension Areas -- Leadership Tension Areas -- Motivation Tension Areas -- PART IV: STRATEGY: BALANCE OF PAST AND FUTURE -- Screening for Strategies -- Legitimization and Strategic Initiatives -- Strategy Portfolio -- PART V: ACCOUNTABILITY: BALANCE OF ACTION AND COMMUNICATION -- Accountability Work -- Bargaining Accountability -- Management for Solidarity --

Social businesses and non-profit organisations�act�at the interface of�markets and civil societies.�Their executives are challenged by issues of social mission and economic rationale. Most of their decisions are influenced by�the tensions�at this interface which�creates a high complexity of practice. Urs �Jger's book presents a new concept of social businesses and a framework for mission and strategy-related decision making in this complex context. The author�addresses four�key questions concerning the management of social businesses. b5 s What are the challenges to the mission? b5 s How can the accordance of mission and action be achieved despite the area of tension between social purpose and market rationale? b5 s How can issues of traditional values be linked with future-oriented strategies and how can decisions by the executive committee be implemented? b5 s How can the achievements of an organization be assessed?

ISBN: 9780230292420 (electronic bk.)

Source: 410395Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

337775
Nonprofit organizations.
Index Terms--Genre/Form:

336502
Electronic books.

LC Class. No.: HD62.6 / .J34 2010

Dewey Class. No.: 658

Managing social businesses[electronic resource] :mission, governance, strategy, and accountability /
LDR:04420cam 2200469Ka 4500 001 388342
003 OCoLC
005 20130621115044.0
006 m o d
007 cr cn|||||||||
008 131001s2010 enka ob 001 0 eng d
019 $a 753966272 $a 761271828
020 $a 9780230292420 (electronic bk.)
020 $a 0230292429 (electronic bk.)
020 $z 9780230252547
020 $z 0230252540
029 1 $a AU@ $b 000047945851
035 $a (OCoLC)748540647 $z (OCoLC)753966272 $z (OCoLC)761271828
035 $a ocn748540647
037 $a 410395 $b Palgrave Macmillan $n http://www.palgraveconnect.com
040 $a UKPGM $b eng $c UKPGM $d N$T $d CDX $d YDXCP $d OCLCQ $d OCLCE $d OCLCQ
049 $a TEFA
050 4 $a HD62.6 $b .J34 2010
072 7 $a BUS $x 082000 $2 bisacsh
072 7 $a BUS $x 041000 $2 bisacsh
072 7 $a BUS $x 042000 $2 bisacsh
072 7 $a BUS $x 085000 $2 bisacsh
082 0 4 $a 658 $2 22
084 $a 85.02 $2 bcl
100 1 $a J�ager, Urs. $3 525784
245 1 0 $a Managing social businesses $h [electronic resource] : $b mission, governance, strategy, and accountability / $c Urs P. J�ager.
260 $a Houndsmill, Basingstoke, Hampshire ; $a New York : $b Palgrave Macmillan, $c 2010.
300 $a 1 online resource (xxx, 285 p.) : $b ill.
504 $a Includes bibliographical references and index.
505 0 $a -- Management Challenges in Social Businesses -- PART I: THE CONCEPT: THE PRACTICE OF COMPLEX DECISION MAKING -- Managing at the Interface of Market and Civil Society -- Towards a 'Theory of Social Businesses' -- Framework for Complex Decision Making -- PART II: THE MISSION: BALANCE OF CIVIL SOCIETY AND THE MARKET -- The Origin of Tensions -- Decision Making despite Multiple Identities -- PART III: GOVERNANCE: BALANCE OF SOLIDARITY AND FUNCTION -- Resource Tension Areas -- Impact Tension Areas -- Leadership Tension Areas -- Motivation Tension Areas -- PART IV: STRATEGY: BALANCE OF PAST AND FUTURE -- Screening for Strategies -- Legitimization and Strategic Initiatives -- Strategy Portfolio -- PART V: ACCOUNTABILITY: BALANCE OF ACTION AND COMMUNICATION -- Accountability Work -- Bargaining Accountability -- Management for Solidarity --
505 0 $a The concept : the practice of complex decision making -- Managing at the interface of market & civil society -- Towards a "theory of social businesses" -- Framework for complex decision making -- The mission : balance of civil society and the market -- The origin of tensions -- Decision making despite multiple identities -- Governance : balance of solidarity and function -- Resource tension areas -- Impact tension areas -- Leadership tension areas -- Motivation tension areas -- Strategy : balance of past and future -- Screening for strategies -- Legitimization and strategic initiatives -- Strategy portfolio -- Accountability : balance of action and communication -- Accountability work -- Bargaining accountability.
520 $a Social businesses and non-profit organisations�act�at the interface of�markets and civil societies.�Their executives are challenged by issues of social mission and economic rationale. Most of their decisions are influenced by�the tensions�at this interface which�creates a high complexity of practice. Urs �Jger's book presents a new concept of social businesses and a framework for mission and strategy-related decision making in this complex context. The author�addresses four�key questions concerning the management of social businesses. b5 s What are the challenges to the mission? b5 s How can the accordance of mission and action be achieved despite the area of tension between social purpose and market rationale? b5 s How can issues of traditional values be linked with future-oriented strategies and how can decisions by the executive committee be implemented? b5 s How can the achievements of an organization be assessed?
588 $a Description based on print version record.
650 0 $a Nonprofit organizations. $3 337775
650 0 $a Decision making. $3 337308
650 0 $a Strategic planning. $3 172371
650 0 $a Responsibility. $3 383072
650 7 $a BUSINESS & ECONOMICS $x Industrial Management. $2 bisacsh $3 444644
650 7 $a BUSINESS & ECONOMICS $x Management. $2 bisacsh $3 444645
650 7 $a BUSINESS & ECONOMICS $x Management Science. $2 bisacsh $3 444642
650 7 $a BUSINESS & ECONOMICS $x Organizational Behavior. $2 bisacsh $3 444643
650 1 7 $a Sociale verantwoordelijkheid. $2 gtt $3 525785
650 1 7 $a Bedrijven. $2 gtt $3 525786
655 4 $a Electronic books. $2 local $3 336502
710 2 $a Palgrave Connect (Online service) $3 370384
776 0 8 $i Print version: $a J�ager, Urs. $t Managing social businesses. $d Houndsmill, Basingstoke, Hampshire ; New York : Palgrave Macmillan, 2010 $z 9780230252547 $w (DLC) 2010027523 $w (OCoLC)646112083
856 4 0 $3 Palgrave Connect $u http://www.palgraveconnect.com/doifinder/10.1057/9780230292420 $z An electronic book accessible through the World Wide Web; click for information
938 $a Coutts Information Services $b COUT $n 18989676
938 $a EBSCOhost $b EBSC $n 387490
938 $a YBP Library Services $b YANK $n 7146525
994 $a C0 $b TEF