Managing Social Businesses

Part I. The Concept: The Practice of Complex Decision Making

1. Managing at the Interface of Market and Civil Society
Urs P. Jäger

2. Towards a ‘Theory of Social Businesses’
Urs P. Jäger

3. Framework for Complex Decision Making
Urs P. Jäger

Part II. The Mission: Balance of Civil Society and the Market

4. The Origin of Tensions
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5. Decision Making Despite Multiple Identities
Urs P. Jäger

Part III. Governance: Balance of Solidarity and Function

6. Resource Tension Areas
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7. Impact Tension Areas
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8. Leadership Tension Areas
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9. Motivation Tension Areas
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Part IV. Strategy: Balance of Past and Future

10. Screening for Strategies
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11. Legitimization and Strategic Initiatives
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12. Strategy Portfolio
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Part V. Accountability: Balance of Action and Communication

13. Accountability Work
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14. Bargaining Accountability
Urs P. Jäger

Keywords: Business and Management, Organization, Business Strategy/Leadership, Small Business, Non-Profit Organizations and Public Enterprises, Management