A framework for the governance of social enterprise

By Christopher Low. 2006

205 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/94ee688b813799705d6087cd4160f3c053c80024

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Bob Doherty
2. Fergus Lyon
3. H. Haugh
4. L. Bagnoli
5. Cecilia Megali
6. C. Mason
7. Philip T. Roundy
8. Robin Bell

In Sociology and Political Science

1. H. Haugh
2. L. Bagnoli
3. Cecilia Megali
4. Bob Doherty
5. C. Mason
6. Philip T. Roundy
7. Thomas Molony

In Strategy and Management

1. Fergus Lyon
2. H. Haugh
3. L. Bagnoli
4. Cecilia Megali
5. Bob Doherty
6. C. Mason
7. Philip T. Roundy
8. Thomas Molony

Citations in the corpus

• Social entrepreneurship and entrepreneurial ecosystems: Complementary or disjoint phenomena? (2017, background): “entrepreneurs’ motivations and incentives) or internal to the organization (e.g. how social ventures balance competing logics of action; Low, 2006).”
• Social Enterprises as Hybrid Organizations: A Review and Research Agenda (2014, background): “Although SEs are more likely to recruit board members on the basis of expertise (Low 2006), restrictions on remuneration may impact negatively on SE capacity to recruit trustees with both commercial skills and a full understanding of the social mission (Smith 2010).”
• A Fair Trade-off? Paradoxes in the Governance of Fair-trade Social Enterprises (2016, background): “Yet, this view neglects managerial competencies and overlooks the value of effective systems that control activities (Low 2006; Sundaramurthy and Lewis 2003).”
• Measuring Performance in Social Enterprises (2011, background): “Board members may be elected because of their expertise in managing assets or because they represent stakeholders and, consequently, when assessing overall social responsibility, it is important to know which governance model is preferable—that of stewardship or democracy (Cornforth, 2004; Low, 2006”
• Personality trait differences between traditional and social entrepreneurs (2014, background): “On the whole, social enterprises are reputed for being stakeholder-oriented organisations (Low, 2006), as they are owned by the community instead of shareholders as with a traditional enterprise (Pearce, 2003).”