Bottom-up social enterprises in Romania. Case study – Retirees’ Mutual Aid Association

The purpose of this article is to present and analyze the organizational profile and distinctive development pattern of a successful bottom-up social enterprise in Romania, namely, the Retirees’ Mutual Aid Association (RMAA). Romania has recently rediscovered the world of social economy which brings together various organizations, from associations and foundations to cooperatives and commons, sharing a common interest in developing entrepreneurial activities to support social goals. In an ideological and public policy context which holds back the opening of the public market to the third sector and social economy actors, setting and running up such organizations remains a challenge. On the other hand, the isomorphic pressure exerted by the EU has resulted in a type of legislation targeted at social enterprises which focuses almost exclusively on work integration social enterprises. Nonetheless, Romania also features social enterprises that are not externally driven but developed bottom-up, starting from the needs of their members and of the communities in which they are established and developed. Using the data of extensive research conducted on social economy entities in Romania, we will present an organizational case study of a successful bottom-up social enterprise, namely RMAA.     

Concern for Community: A Case Study of Cooperatives in Costa Rica

ABSTRACT

Through enacting the principle concern for community, cooperatives hold promise in promoting social welfare. This article builds on the literature about the intersections of cooperatives and community practice by using empirical evidence gathered through intensive case-study immersion. The data suggest that cooperatives bolster the well-being of their associates and the entire community along economic, social, and political axes. The evidence suggests that ideological, contextual, and social factors provide the rationale for cooperatives’ community engagement. Given the congruence between cooperatives’ community practices and social work aims, the article ends by raising questions about opportunities for collaborations between cooperatives and social workers.     

Cooperative Membership and Community Engagement: Findings From a Latin American Survey

Cooperatives as organization have mainly been explored in the field of business and management due to their operation in the business sector, and studies of nonprofit organizations have given little attention to them. Consequently, cooperatives studies have tended to examine economic outcomes, such as productivity and job security, comparing them to conventional business firms. Nevertheless, cooperatives are membership associations and have organizational characteristics in common with other types of voluntary associations. Furthermore, one explicit organizational principle of cooperatives is concern for community, and their contributions to the community have been covered frequently by media. Therefore, it is imperative to examine cooperative members’ community engagement, and compare it to other types of association members. Using a national sample of Venezuelans, the relationships between association memberships and community involvement were compared across different types of associations. The results showed that cooperative members had a higher likelihood of being involved in community matters than those from other types of associations. Although the Venezuelan cooperatives have received vast support from the Chavez government for community development, this result can have an implication on the cooperatives’ organizational identity as those who provide members with resources necessary for civic engagement beyond the organizations.     

Building Community Trust Through Cooperatives: A Case Study of a Worker-Owned Homecare Cooperative

Trusting relationships bind people together. Building community trust is increasingly being identified as a viable strategy for improving the well-being of community members. This article explores how cooperatives build trust among worker-owners as well as with their clients and other professionals. It reviews theoretical and empirical perspectives on trust and cooperatives. Data were obtained from semi-structured interviews, document review and a survey. It was observed that cooperatives provide regular contacts among members, and between members and their clients and professionals during training, conferences, task oriented committees, general membership meetings, and social events. This fosters shared understanding, empathy, openness, and confidence, which in turn promotes the building and maintenance of deeper and wider trust.     

Innovating the provision of welfare services through collective action: the case of Italian social cooperatives

Social cooperatives are the most widespread social enterprise type in Italy. Their evolution has stimulated the development of diverse interpretative frameworks of social enterprise determinants: the mainstream one is that social cooperatives are the outcome of contracting out policies. Through a critical investigation of social cooperatives’ emergence, integration into public policies, and reaction to the financial crisis, the authors refocus attention to one of the key modes of creation of social enterprises that has not gained the attention it deserves: the bottom-up dynamic. The analysis carried out sheds light on the contribution of citizens’ mobilization to institutional change and confirms that social enterprises can also emerge in an unprepared and hostile ideological, economic and political context.     

Managerial Control and Strategy in Nonprofit Organizations: Doing the Right Things for the Wrong Reasons?

This article presents the second stage of a study that engages with the debate that has occurred within the nonprofit literature about the propensity and relative merits of nonprofit organizations adopting for‐profit approaches to management. Specifically, this qualitative investigation examines the ways in which nonprofit organizations use management control when implementing their chosen strategies. Although this topic has been the subject of considerable attention in the management accounting research, it has rarely been explored within a nonprofit context. This is surprising not only because of the considerable social and economic impact of this sector, but also because of the apparent trend toward sectoral convergence in many structural and processual respects, including strategic behaviors and approaches to control. Based on interviews with CEOs and senior executives in thirty‐two Australian nonprofit organizations, we find that the relationship between strategy and control in nonprofit organizations is similar to that in for‐profit organizations, but quite different reasons underlie nonprofit organizations' exercising of management control.     

Organizational innovativeness and its determinants in South Korean nonprofit human service organizations

This study compares the level of organizational innovativeness and its determinants in different types of nonprofit human service organizations. Based on theoretical conceptualizations of organizational innovation, it was hypothesized that community service organizations (CSOs) would be more innovative than residential service organizations (RSOs), and determinants of organizational innovation (such as organizations' characteristics, internal and external properties, and executive leadership) would influence innovativeness. Data from a survey of two types of human service organizations in South Korea (127 RSOs for children and 220 CSOs) revealed that the level of innovation in both types of organizations was not significantly different. The determinants of decentralization and formalization showed significant impacts on innovativeness in CSOs. Decentralization also had a significant positive effect on innovativeness in RSOs. However, executive leadership was a significant determinant of organizational innovativeness in CSOs only. Based on these results, administrative implications are suggested for the facilitation of organizational innovation in nonprofit human service organizations.     

Co‐located Nonprofit Centers

Nonprofit centers are organized to house individual nonprofits “under one roof” to enhance their efficiency and effectiveness and to offer shared services to diminish administrative load. This post‐occupancy tenant satisfaction survey of three such US centers represents the first empirical analysis of such organizations. We find that nonprofit tenants (N = 118) initially co‐located due to the leasing price and the new physical environment (free parking and safety). Nearly all nonprofit tenants wished to remain at their nonprofit centers, largely for the same reasons that brought them there. The article then discusses strategies to achieve the high response rates attained in this study. It concludes with some implications for nonprofit centers, communities, and nonprofit staff—now and in the future, including lower occupancy costs and enhanced quality of nonprofits’ workspace.     

Trust,Social Capital,and the Coordination of Relationships Between the Members of Cooperatives: A Comparison Between Member-Focused Cooperatives and Third-Party-Focused Cooperatives

In recent years, nonprofit scholars have increasingly studied the phenomenon of social enterprises which has become a generic term describing a wider reorientation among third sector organizations. The emergence of social enterprises has also led to a dynamic of hybridization and broadening in the cooperative sector, similar to an earlier dynamic of “economization”, but this time on the other end of the organizational spectrum. This paper aims at developing a fine-grained conceptual understanding of how this organizational dynamic is shaped in terms of member coordination, thus contributing to a more comprehensive theoretical understanding of different organizational forms of cooperatives. Specifically, to highlight the difference to traditional member-focused cooperatives, the paper introduces the term third-party-focused cooperatives for those social enterprises which emphasize economic goals as well as control and ownership by a particular community (typically place-based). The key result of the paper is that with the shift from member- to community-focus in cooperatives, the main coordination mechanism becomes one of norm-based trust on the basis of generalized reciprocity. In contrast to traditional maxim-based trust member coordination on the basis of relation-specific reciprocity, this enables third-party-focused cooperatives to mobilize bridging and linking social capital, facilitating collective action aimed towards the community interest. The findings suggest that this identity shift requires a mutual re-positioning between the cooperative and the nonprofit sector, in terms of umbrellas as well as regulatory and legislative bodies.     

Corporate Volunteering: Benefits and Challenges for Nonprofits

In the frame of corporate social responsibility, corporate volunteering is almost exclusively studied from the point of view of companies, while the perspectives of nonprofit organizations are neglected. Hence, this article focuses on the perspective of managers of nonprofit organizations on volunteer partnership projects with for‐profit companies. In the center of this article lie nonprofit managers' strategy and motivation for participating in corporate volunteering, conception of corporate volunteer activities, and the often‐cited win‐win‐win aspect. Key findings suggest that a majority of the questioned nonprofits lack strategic behavior and management tools for undertaking volunteer partnership projects with companies. Nevertheless, corporate volunteering is widely perceived as an opportunity and a promising method of raising donations for nonprofit organizations. This article suggests that the key to successful future cooperation between nonprofits and profit‐oriented organizations lies in the processes of internal evaluation and subsequent strategy development.     

Socioeconomic System of the Oil Boom and Rural Community Development in Western North Dakota

An oil boom is a complex social and economic phenomenon. The socioeconomic system presented in this article represents a novel effort to explicate boom impacts and changes, within a systems framework, at the community level to enhance community planning and development efforts. Most boomtown studies focus on longitudinal changes of a boom‐bust‐recovery cycle or social‐disruption‐based approaches. This article is an effort to demonstrate that longitudinal changes or social disruptions of a boom manifest through the interactions and interrelationships between social entities and stakeholders acting within the boom conditions and surrounding conditions. The socioeconomic system approach in this article analyzes the boom as a system, which provides a useful lens for many other rural communities currently experiencing unconventional oil and gas development in the United States. The socioeconomic system highlights five main challenges or factors that need to be addressed through community development strategies: develop affordable housing, invest in community infrastructure, expand public services, attract new businesses to the area, and develop better community integration strategies to build trust and unity within the community. This article is qualitative and exploratory in nature. As a result, it explicates the functions, structure, and relationships between system entities to provide a broader understanding of coherence, conflicts, and synergies within a system.     

Bottom-up childcare in a top-down welfare state: explaining cooperative organization among Swedish parents

Almost all children in Sweden spend at least some part of their early childhood in organized childcare, primarily in the form of preschools. About 10% of all preschools in Sweden are parent cooperatives, which make the childcare area an anomaly in the Swedish welfare state; no other service area has such a significant proportion of cooperative service providers. The parent cooperatives are initiated by the parents themselves, they are social enterprises created from the bottom-up. Why do parents decide to start a parent cooperative preschool in a welfare state where childcare is considered a social right and a responsibility for the state? This article will explore several different motives for starting parent cooperatives in Sweden, with special attention to the role of the public sector and political decisions. The findings are based on an extensive empiric study performed between the years 2003 and 2007.     

Aligning for impact: The influence of the funder–fundee relationship on evaluation utilization

Partnerships between nonprofit organizations, as well as between public and private entities, are commonly seen as a preferred method to address complex societal problems. Within these partnerships evaluation is often mandated and considered essential, but questions remain as to the efficacy of the evaluation process. This article incorporates theories on interorganizational relationships and evaluation utilization to investigate the role of the funder–fundee relationship on evaluation use. To accomplish this task, data were collected on a statewide early childhood initiative, Smart Start. Findings indicate that a more coordinated and collaborated relationship has a positive impact on the factors associated with evaluation use and on utilization itself. Findings also suggest the importance of strategic thinking on the part of both funders and fundees when it comes to investing resources in mandated evaluations.     

上海农业专业合作社现状及支持对策

上海农业专业合作社在加快农村产业结构调整、推动城乡一体化发展进程中发挥了重要作用,但在管理和经营等方面也出现不少问题。上海应完善合作社的准入与退出机制,鼓励多种出资方式,提升合作社的营销效能,完善合作社的财务公开制度、内部会议控制制度和盈余分配制度,引导和帮助农业合作社更"专业"、更"合作",以实现上海"十二五"规划提出的"加强农村集体资产、资金、资源管理,深化农村集体经济组织产权制度改革,切实保障农民利益"的根本目标。     

Playing the Numbers Game

Nonprofit organizations are often evaluated using the program ratio: the proportion of mission‐related program expenses to total expenses. Nonprofit managers have incentives to manipulate the reporting of financial information to enhance the program ratio. This article reviews the scholarly literature on program ratio management in nonprofit organizations. Prior research has identified several motivations for and methods of program ratio management and provided limited evidence that it occurs. Researchers have explored the consequences of program ratio management and provided a list of factors mitigating such behaviors. The emerging consensus is that the program ratio is of limited usefulness in evaluating nonprofit performance.     

A Strategic Engagement Framework for Nonprofits

Quantitative and qualitative analysis of research data collected over three years at a nonprofit public higher education institution and its community, along with a review of relevant literature, revealed the need for a new framework to guide economic and social value creation by utilizing the social capital held by nonprofit institutions. The study integrated research outcomes from the areas of social capital and institutional–stakeholder engagement to generate the new concept of strategic engagement management and a proposed Strategic Engagement Framework. This framework should help nonprofit organizations deploy their social capital for institutional and societal benefit by facilitating institutional–stakeholder collaboration. The study also tested the utility of implementing one component of the proposed framework: a structure for mapping, maintaining, and evaluating a portfolio of institutional engagement activities.     

Social Origins of Civil Society: Explaining the Nonprofit Sector Cross-Nationally

Recent research has usefully documented the contribution that nonprofit organizations make to social capital and to the economic and political development it seems to foster. Because of a gross lack of basic comparative data, however, the question of what it is that allows such organizations to develop remains far from settled. This article seeks to remedy this by testing five existing theories of the nonprofit sector against data assembled on eight countries as part of the Johns Hopkins Comparative Nonprofit Sector Project. The five theories are: (a) government failure/market failure theory; (b) supply-side theory; (c) trust theories; (d) welfare state theory; and (e) interdependence theory. The article finds none of these theories adequate to explain the variations among countries in either the size, the composition, or the financing of the nonprofit sector. On this basis it suggests a new theoretical approach to explaining patterns of nonprofit development among countries—the social origins approach—which focuses on broader social, political, and economic relationships. Using this theory, the article identifies four routes of third-sector development (the liberal, the social democratic, the corporatist, and the statist), each associated with a particular constellation of class relationships and pattern of state-society relations. The article then tests this theory against the eight-country data and finds that it helps make sense of anomalies left unexplained by the prevailing theories.     

An Interface Between Mental Health Systems and the Community: Italian Social Cooperatives

ABSTRACT

For more than two decades, Italian B-type social cooperatives have represented a sustainable social business model of working with disadvantaged people, especially the mentally disabled. The purpose of this article is to identify the major factors that make this business model successful. By drawing on his recent work of Italian social cooperatives, including a case study, the author explores organizational goals and repertoires as well as support structures and networks of those organizations. This study explores three major factors that account for the sustainability and growth of this model: good regulation; a supportive system of infrastructures; and democratic operational governance. These make the social cooperative an inspiring example of the outcomes that are possible when the mentally disabled are properly trained in a supportive environment. The social cooperative is a model that could well prove similarly successful if copied in other parts of the world.     

Integrated or Disconnected? Examining Formal and Informal Networks in a Merged Nonprofit Organization

This article introduces nonprofit researchers and practitioners to a social network analytical technique for assessing internal staff relationships after a merger. We studied a case of a nonprofit merger, investigating its formal and informal intraorganizational networks to see which parts integrated and which remained separate operationally. We discovered a prior‐organizational‐affiliation‐based homophily within the merged organization: most interpersonal relationships existing within these networks remained among the employees who worked together prior to the merger. However, the informal and expressive networks of mentoring, friendship, and socioemotional support were even more disconnected than the formal and instrumental networks of work relationships and problem solving. We highlight the role of a mentoring network in bridging formal and informal networks in a merged organization.     

(Re)Envisioning Human Service Labor: Worker-Owned Cooperative Possibilities

This article explores the viability of worker-owned cooperatives as a promising human service delivery model that prioritizes the well-being of both care recipients and providers. In so doing, the current labor conditions of those providing direct care services are presented, followed by a review of cooperatives as a promising countertrend within human service delivery. Three case examples of worker-owned, direct-care cooperatives are presented, concluding with a discussion of the challenges and possibilities of this model and suggested next steps as we continue to (re)imagine modes of care provision premised on worker sovereignty, economic equality, and social justice.