The legitimacy of social enterprise

Social enterprise has emerged as a businesslike contrast to the traditional nonprofit organization. This article develops an explanatory direction for social enterprise based on institutional perspectives rather than more traditional rational economic concepts. Through Suchman's typology of legitimacy (1995), the article argues that the origin and evolution of social enterprise is put into dramatically different focus, particularly through the concept of moral legitimacy. Moral legitimacy not only connects the overall emergence of social enterprise with neoconservative, pro‐business, and promarket political and ideological values that have become central in many nations in the Organization for Economic Cooperation and Development but also explains the observation that social enterprise is being more frequently understood and practiced in more narrow commercial and revenue‐generation terms.     

Boards of directors in nonprofit organizations do they follow a life-cycle model?

In this study the authors used data from a survey of Canadian nonprofit organizations to empirically test hypotheses derived from models of nonprofit board “life cycles.” The authors suggest that while formal structural elements of board behavior change in the manner suggested by life-cycle models, the more enacted or behavioral aspects of nonprofit boards do not. The data further suggest caution in the use of life-cycle or age-dependent models to either explain or guide nonprofit board behavior.     

A Grounded Qualitative Study of the Meanings of Effectiveness in Canadian ‘Results-Focused’ Environmental Organizations

This research examines the manner in which effectiveness is socially constructed and interpreted within a subpopulation of “practical solution delivering” Canadian environmental organizations. Key findings are that effectiveness is not framed by ENGO staff in terms of sustainability-related outcomes of value, despite contextual reasons why this might be so. Instead, effectiveness is interpreted in terms of popularity and engagement with the public, with funders and with other key stakeholders. This suggests that despite organizational and population affirmations to the contrary, the environmental programs and activities are designed to engage human awareness and affect more than to create practical environmental change.     

Alnoor Ebrahim,Measuring Social Change: Performance and Accountability in a Complex World,Stanford University Press,Stanford, California,pp. 304

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations -     

Book Review: Vivien Foster (ed.), Susana Mourato,David Pearce,and Ece Ozdemiroglu,The Price of Virtue: The Economic Value of the Charitable Sector,Edward Elgar,Cheltenham, U.K., 2001, 256 pp., $85.00 (hardcover)

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations -     

Green matters?

Although the environmental impact of nonprofit organizations is likely significant, those in the sector seem to have largely ignored this fact. We examine a model of environmental performance for corporations and consider its relevance to nonprofit organizations. Our analysis suggests that motivators of environmental performance in nonprofit organizations remain minor, and that countervailing barriers to green behavior by nonprofits remain more significant than those faced by businesses.