scholarly journals De la vision à l'action: la performance dans les entreprises d' insertion du Québec

Author(s):  
Marco Alberio ◽  
Gabrielle Tremblay

RESUME Les entreprises d'insertion, nées au début des années 1980, sont des acteurs d'économie sociale ayant une mission d'insertion socioprofessionnelle de divers groupes (jeunes et femmes notamment). Dans cet article, nous exposons les enjeux de gestion de la performance et illustrons comment les entreprises d’insertion sont amenées à une hybridation de la performance, tentant d’assurer la productivité tout en respectant leur mission sociale, soit celle de formation et d’insertion professionnelle. La recherche repose sur des entretiens menés auprès des responsables et employés de neuf entreprises d’insertion au Québec. ABSTRACT Work integration social enterprises (WISE), born in the 80s, are actors in the social-economy field whose mission is the socio-professional integration of various groups (youth and women, notably). In this article, we present the challenges of performance management for such organizations, which have to realize a sort of hybridization, as they have to simultaneously ensure production and productivity while fulfilling their social mission, which consists of training and professional integration. The research for this article was based on interviews with the managers and workers of nine social enterprises in Québec.

2016 ◽  
Vol 7 (4) ◽  
pp. 461-485 ◽  
Author(s):  
Mary O’Shaughnessy ◽  
Patricia O’Hara

AbstractWhat is termed the social economy in Ireland includes charities, co-operatives, voluntary associations and non-profits. However, the label is not widely used to describe them collectively so that many organisations within the wider social economy do not identify themselves with, or even fully understand, the term. The concept of social enterprise first emerged in public policy discourse in the 1990s and, since then, has been mainly viewed as a mechanism of job creation/integration and service provision in disadvantaged communities. This perspective on social enterprise has been significantly influenced by European policy. By contrast, in Irish academic discourse, the interpretation of social enterprise is more varied due to the different influences of the US and European intellectual traditions. These variations have contributed to ambiguity about the social economy as a sector, and social enterprises as distinctive forms, and this has compromised attempts to estimate the scale and potential of the sector in Ireland to date. In 2013, as part of the policy response to the unemployment crisis of the economic recession, the Irish government commissioned an examination of the job-creation potential of social enterprise. The Forfás report offered a new official definition of social enterprise, characterised by many of the features of the EMES ideal type. Furthermore, the description and examples of social enterprises included in the report confirmed the dominance of one model of social enterprise in Ireland – the Work Integration Social Enterprise or WISE. The objective of this paper is to discuss how social economy and social enterprise are understood in Ireland and to explain how WISEs have evolved as the dominant Irish social enterprise model to date. The influence of the US (Salamon and Anheier 1997; Dees 1998) and European/EMES academic traditions (Pestoff 1998; Borzaga and Defourny 2001; Nyssens 2006; Defourny and Nyssens 2010, 2012) and EU and national policy perspectives, since the early 1990s, on Irish academic and policy discourse is discussed in this paper. It is argued that the adoption by successive Irish governments of a labour market integration approach, to supporting the development of the Irish social economy, since the early 1990s, has shaped the sector and contributed to the emergence of one dominant social enterprise type, the WISE. Some of the characteristics and impacts of Irish WISE are then discussed together with the challenges they face.


2016 ◽  
Vol 1 (1) ◽  
pp. 17-29 ◽  
Author(s):  
Oleksandr Lyakh

The potential contribution of social enterprises to work integration, job creation, and service delivery remains largely unrealized both in Poland and Ukraine. This paper focuses on the analysis of the role of social economy and social enterprises sector in providing employment opportunities and wide range of services for group of interest. One of the major obstacles to the discussion and study of the topic is the lack of a clear and concise definition. It is requiring investigating evolution of social enterprise as a concept and as a sector of the Polish and Ukrainian economies. Institutional aspects and legal frameworks are considered in order to define the appropriate eco-system for social enterprises sector support and fostering. Attention was also paid to frame of the policy for social enterprises support and ongoing decentralization of public authority that is allowing to clarify what level of authority should be responsible for concrete policy measures elaborating.


Author(s):  
José Carlos Ballester-Miquel ◽  
Pilar Perez-Ruiz ◽  
Javier Hernandez-Gadea ◽  
Hugo De juan Jordán ◽  
Maria Guijarro García

<p class="Textoindependiente21"><span lang="EN-US">The aim of this article is to offer a review of the impact the different methodologies of analysis have on social enterprises, focusing the study on processes that establish a greater universality based on the degree of success achieved in their social objectives, the social reinvestment of their benefits and their democratic organisation, parameters that should favour the creation of a clear and simple method, as well as adaptable to change. The systematics will allow to establish systems for the measurement of the efficiency of social enterprises, in order to both organise objective procedures of comparison and offer support when applying for public aid derived from European and national funds set up for this purpose. The quantification of the social impact of the companies that constitute the social economy is vital to assess and follow up on their social mission.</span></p>


Author(s):  
Kristína Gendová ◽  
Marcela Chrenková

The social economy provides participation of local actors in territorial development and local collective economic activity in order to increase quality of life of the population. This sector is highly diversified, in terms of legal form, size of enterprises, sectors and impact. After 1990, the concept of multifunctional agriculture began to be implemented in the EU, according to which agriculture should fulfill, among others, a social and cultural-social function. To a greater or lesser extent, agriculture had a social function in the past. This role is currently extended and supported by the concept of social agriculture. The aim of the paper is to examine the scope of social entrepreneurship and agriculture as a part of the social economy and its legal forms and types in European countries. The main sources of data for the preparation of the paper were the European Commission's country reports entitled Social Enterprises and Their Ecosystems in Europe (2020) and OECD analytical materials. Main result of the research is the finding that the diversity of the social economy, based on the historical background of its development in individual countries, is extensive. Legal forms are regionally specific. The cooperative form is the most widespread legal form of the social economy. There are specific types of cooperatives in countries. Cooperatives are located more in the countryside (associations and foundations are relevant for the urban environment). Social agriculture widely operates in the cooperative form.


Author(s):  
Filip Majetić ◽  
Dražen Šimleša ◽  
Miroslav Rajter

This chapter explores management practices at work integration social enterprises (WISEs) in Croatia. WISEs are conceptualized as social mission-oriented organizations whose: 1) (financial) self-sustainability depends on success in conducting continuous commercial activities and 2) social mission is to (better) integrate vulnerable groups into the labor market (e.g., disabled people). The final sample included 23 organizations. The data was collected through in-depth interviews. The interviewees were selected purposively and included one highly ranked executive (director, owner, CEO, etc.) per each organization. The analysis revealed the following fields of management practices as the most significant: generation of business ideas, unique selling points, employee autonomy and decision-making process, division of labor, relationship with the “parent organization,” sources of funding, human resource configuration, staff development activities, and networking.


Author(s):  
Ramon Bastida ◽  
Marta Mas-Machuca

Social enterprises (SEs) have an important role in the social services provision. Many of those enterprises provide services, such as care services to elderly people and young people at risk of exclusion, work integration services, mediation, etc. In European Union (EU) countries, public administrations are obliged to provide these services to the citizens, although they externalize the provision to SEs. In this chapter, the financial strategies of SEs are analyzed in order to assess if they have any impact on mission drift. The analysis is based on the experiences of three SEs that provide social services in Catalonia, Spain. Several interviews with managers and board members of SEs were done. The results indicate that there is an important financial dependency of these SEs on the public administration. Therefore, SEs have problems to remain mission-focused, and a mission drift into market positions has been observed.


2022 ◽  
pp. 1524-1548
Author(s):  
Burcu Kümbül Güler

With the rise of social entrepreneurship, social enterprises have gained popularity as socially innovative organizations which try to balance their economic and social missions. In the competitive environment of social economy, good management and investment in human resources have become requirements of social enterprises for their survival. Among the management practices, human resources management acts as a tool for gaining competitive advantage and it builds mutual trust between the staff and the organization. Emphasizing the significance and challenges of human resources management, this chapter explains human resources main practices—recruitment, career management, training, and compensation and performance management—in social entrepreneurship.


2018 ◽  
Vol 3 (4) ◽  
pp. 1-70
Author(s):  
Laurie Mook ◽  
Jack Quarter

Abstract Canada is a federal parliamentary democracy, officially bilingual (English and French), and one of the most multicultural countries in the world. Indeed, more than one-fifth of Canada’s population consists of first-generation immigrants, and a similar percentage classify themselves as visible minorities. According to the 2016 census there are more than 250 distinct ethnic origins, often with distinct languages (Statistics Canada, 2016, 2017a). A confederation of ten provinces and three territories, Canada has a current population of over 36 million people who live across an expansive geographic area that constitutes the second largest country in the world. Most of its population live in urban settings (83%), with the largest cities being Toronto, Montreal and Vancouver (Statistics Canada, 2017b). Toronto is classified as the third-most cosmopolitan city in the world following Dubai and Brussels (World Atlas, 2018). In this multifaceted context, the social economy of Canada plays an important role in bridging the public and private sectors to form a strong social infrastructure (Quarter, Mook, & Armstrong, 2018). It constitutes a vast range of organizations guided by social objectives including nonprofit organizations such as charities, foundations, and social enterprises; and cooperatives both non-financial, in fields such as housing, childcare, healthcare, and farm marketing, and financial such as credit unions and caisses populaires. There are distinct traditions of the social economy in anglophone and francophone parts of Canada. There are also traditions specific to particular populations, such as the Black social economy (Hossein, 2013); and the Indigenous social economy (Restoule, Gruner, & Metatawabin, 2012; Sengupta, Vieta, & McMurtry, 2015; Wuttunee, 2010). In this review, we look at the anglophone research on the social economy, noting that there are also French-language research institutions and educational programs focusing on the social economy; however, a review of these is beyond the scope of this paper. After providing an overview of the concept of the social economy in Canada, we go on to summarize research on its scope and size in the Canadian context. Using a Venn diagram, we highlight the interactions between the different sectors in society and emphasize that the social economy is an integral part of a mixed economy that serves in many ways as its social infrastructure. We find four different types of social economy organizations: social economy businesses, community economic development organizations, public sector nonprofits, and civil society organizations. From there, we focus on voluntaristic behaviors of giving, volunteering (formal and informal), and participating. Our focus shifts to describing the infrastructure supporting research of the sector, including key academic and umbrella associations and networks, as well as formal and informal education programs. Finally, we describe key funders of social economy research including government and foundations.


2015 ◽  
Vol 57 (3) ◽  
pp. 481-524 ◽  
Author(s):  
Sara Thorgren ◽  
Adesuwa Omorede

Nonstate actors such as social enterprises are increasingly influential for addressing pressing social needs in sub-Saharan Africa. Moving responsibility from the state to private entrepreneurs calls for a greater understanding of how single individuals achieve their social mission in a context characterized by acute poverty and where informal institutions, such as trust and collective norms, are strong governance mechanisms. This study recognizes the role of leader passion as a key element for gaining people’s trust in the social enterprise leader and the social mission. Qualitative data were collected on 37 leaders of Nigerian social enterprises in arenas such as health, women’s rights, children’s rights, AIDS/HIV care and education, and sustainable development. Drawing on 100 semistructured interviews, the authors develop an inductive model illustrating how leader passion interrelates with the social enterprise organizing and outcomes.


2019 ◽  
Vol 44 (4) ◽  
pp. 209-219
Author(s):  
B Elango ◽  
Stephen Chen ◽  
Jim Jones

The purpose of this article is to understand what drives social enterprises in bottom of the pyramid (BOP) markets to stick to or drift away from their social mission. Based on an analysis of 192 microinsurance operators in 26 emerging markets, we find that (1) when donors are involved in the operations of the social enterprise, this leads to a greater commitment to the social mission and (2) social enterprises located in countries with poorly performing governments tend to have a lower commitment to their social mission. Given the need for social services in such countries, we offer some suggestions to increase the chances of social enterprises staying committed to their social mission.


Sign in / Sign up

Export Citation Format

Share Document