Sustainability in social enterprise: hybrid organizing in public services

Madeline Powell; Alex Gillett; Bob Doherty

doi:10.1080/14719037.2018.1438504

Sustainability in social enterprise: hybrid organizing in public services

Madeline Powell^*, Alex Gillett, Bob Doherty

^*Corresponding author for this work

Research output: Contribution to journal › Article › peer-review

Abstract

It is commonly assumed that Social Enterprises (SEs) are able to meet social outcomes and also be financially viable, however, little research supports this claim. Using hybrid organizing as a lens to analyse case study interview data from ten SEs delivering adult day care services, we identify three factors which affect a SEs ability to simultaneously achieve social outcomes and financial sustainability and thus create value-spillovers for society. These are: diverse income streams to strengthen financial viability and reduce reliance on service-level agreements and grants; delivering social quality (quality of social impact) as well as service quality, and a hybrid workforce.

Original language	English
Pages (from-to)	159-186
Number of pages	28
Journal	Public Management Review
Volume	21
Issue number	2
Early online date	20 Feb 2018
DOIs	https://doi.org/10.1080/14719037.2018.1438504
Publication status	Published - 1 Feb 2019

Keywords

hybrid organizing
public service delivery
Social enterprise
sustainability

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10.1080/14719037.2018.1438504

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Cite this

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Sustainability in social enterprise: hybrid organizing in public services

Abstract

Keywords

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ALEX GILES GILLETT

Research Impact workshop titled balancing social and commercial objectives in social enterprise

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Sustainability in social enterprise: hybrid organizing in public services

Abstract

Keywords

Access to Document

Other files and links

Profiles

ALEX GILES GILLETT

Activities

Research Impact workshop titled balancing social and commercial objectives in social enterprise

Cite this