This document summarizes the key points of a paper on the role of business in civil society governance. It discusses how civil society organizations (CSOs) and businesses are increasingly forming strategic alliances to achieve their objectives. Such alliances allow them to share risks, resources, and complementary skills. However, they also carry risks related to incompatible cultures and objectives between the partners. The document uses the example of Hindustan Unilever Limited in India to illustrate how alliances with local CSOs and governments helped the company expand into rural markets among low-income populations. Overall, the strategic alliances are changing the governance of CSOs by increasing emphasis on performance measurement, accountability, and aligning more with business partners'
The document discusses the need for a new approach to managing non-profit organizations. It argues that current management theories are ill-suited because they are based on wrong assumptions about how non-profits operate. The author proposes a model that views non-profits as having multiple bottom lines beyond economic factors, including values and politics. It also sees non-profits as evolving systems that encounter dilemmas. The author argues for a comprehensive management approach that accommodates the distinct challenges faced by non-profit organizations.
This dissertation examines whether worker cooperatives could form a plausible alternative to mainstream capitalism and the role of international political economy. It includes four chapters analyzing definitions of cooperatives and corporations, the history of cooperatives, implementing a cooperativist model nationally, and applying cooperativist principles internationally. The introduction provides an overview of the dissertation's purpose and structure.
The document discusses New Institutional Economics (NIE) and its relevance for the International Food Policy Research Institute (IFPRI). NIE examines how institutions, both formal and informal, shape economic performance and outcomes. It analyzes how transaction costs influence organizational forms and contracts between parties. NIE is useful for IFPRI's work in developing countries, where market failures and imperfect institutions are common. The document provides examples of how NIE insights could further IFPRI's research on issues like contract farming and international food standards.
This document provides an analysis of social enterprise governance models through a comparative study of legislation in 11 European countries. It begins with definitions of social enterprise and discusses differences between the European and American conceptualizations. Governance structures are then explored, noting a variety of legal forms and levels of stakeholder participation across countries. The analysis compares features of governance models like objectives, market ties, and profit distribution.
This document summarizes a paper on organizing workers in the informal sector through trade union-cooperative action. Some key points:
1. Trade unions and cooperatives have historically collaborated, though they employ different strategies - unions focus on mutual struggle, cooperatives on mutual help. Both share core values like democracy and mutual support.
2. The informal sector refers to unprotected, unorganized workers. Views range from optimistic to pessimistic on its value. The concept applies less in developed countries due to less widespread informalization.
3. Informal sector workers lack protections, income, social services and face many constraints. Their vulnerability is a common theme. Trade unions and cooperatives have a duty to help given
This document discusses the application of institutional theory to understand corporate social responsibility (CSR). It begins by defining CSR and explaining how institutional theory rejects the idea that organizations act autonomously. It then discusses three mechanisms by which institutions influence organizations: coercive isomorphism through laws; mimetic isomorphism through imitation; and normative isomorphism through social norms. The document provides an example of how institutional theory has been applied in cross-national CSR studies. It also notes some critiques of institutional theory regarding conceptual looseness and overlap between isomorphism types. Finally, it suggests areas for future research on CSR in different country contexts and small-to-medium sized organizations.
This document provides a critical analysis of Aid for Trade (AfT) programs. It argues that while AfT discourse promotes norms of poverty reduction and fair trade, the actual outcomes of AfT assistance may differ. Donor institutions use AfT narratives to rationalize trade liberalization agendas and embed "pro-poor" norms within trade systems. However, concerns remain that AfT funds are insufficient and slow to arrive. The material impact of AfT on infrastructure, governance, and private sector development is also questioned. A moral economy perspective is applied to examine potential gaps between AfT discourse and outcomes for the poor.
This case study examines Business Action for Africa's (BAFICAA) efforts to reform customs procedures in East Africa. BAFICAA is a non-profit network established in 2005 to positively influence pro-growth policies in Africa. It focused on customs reform in Uganda, Kenya and Tanzania by funding a report on customs practices, holding workshops with local companies, and establishing public-private taskforces to develop reform recommendations. The taskforces then approached governments to discuss implementing reforms aimed at increasing transparency and reducing corruption at border crossings. This initiative demonstrates how a business coalition can engage with governments and stakeholders to help build institutional capacity for trade facilitation.
The document discusses the need for a new approach to managing non-profit organizations. It argues that current management theories are ill-suited because they are based on wrong assumptions about how non-profits operate. The author proposes a model that views non-profits as having multiple bottom lines beyond economic factors, including values and politics. It also sees non-profits as evolving systems that encounter dilemmas. The author argues for a comprehensive management approach that accommodates the distinct challenges faced by non-profit organizations.
This dissertation examines whether worker cooperatives could form a plausible alternative to mainstream capitalism and the role of international political economy. It includes four chapters analyzing definitions of cooperatives and corporations, the history of cooperatives, implementing a cooperativist model nationally, and applying cooperativist principles internationally. The introduction provides an overview of the dissertation's purpose and structure.
The document discusses New Institutional Economics (NIE) and its relevance for the International Food Policy Research Institute (IFPRI). NIE examines how institutions, both formal and informal, shape economic performance and outcomes. It analyzes how transaction costs influence organizational forms and contracts between parties. NIE is useful for IFPRI's work in developing countries, where market failures and imperfect institutions are common. The document provides examples of how NIE insights could further IFPRI's research on issues like contract farming and international food standards.
This document provides an analysis of social enterprise governance models through a comparative study of legislation in 11 European countries. It begins with definitions of social enterprise and discusses differences between the European and American conceptualizations. Governance structures are then explored, noting a variety of legal forms and levels of stakeholder participation across countries. The analysis compares features of governance models like objectives, market ties, and profit distribution.
This document summarizes a paper on organizing workers in the informal sector through trade union-cooperative action. Some key points:
1. Trade unions and cooperatives have historically collaborated, though they employ different strategies - unions focus on mutual struggle, cooperatives on mutual help. Both share core values like democracy and mutual support.
2. The informal sector refers to unprotected, unorganized workers. Views range from optimistic to pessimistic on its value. The concept applies less in developed countries due to less widespread informalization.
3. Informal sector workers lack protections, income, social services and face many constraints. Their vulnerability is a common theme. Trade unions and cooperatives have a duty to help given
This document discusses the application of institutional theory to understand corporate social responsibility (CSR). It begins by defining CSR and explaining how institutional theory rejects the idea that organizations act autonomously. It then discusses three mechanisms by which institutions influence organizations: coercive isomorphism through laws; mimetic isomorphism through imitation; and normative isomorphism through social norms. The document provides an example of how institutional theory has been applied in cross-national CSR studies. It also notes some critiques of institutional theory regarding conceptual looseness and overlap between isomorphism types. Finally, it suggests areas for future research on CSR in different country contexts and small-to-medium sized organizations.
This document provides a critical analysis of Aid for Trade (AfT) programs. It argues that while AfT discourse promotes norms of poverty reduction and fair trade, the actual outcomes of AfT assistance may differ. Donor institutions use AfT narratives to rationalize trade liberalization agendas and embed "pro-poor" norms within trade systems. However, concerns remain that AfT funds are insufficient and slow to arrive. The material impact of AfT on infrastructure, governance, and private sector development is also questioned. A moral economy perspective is applied to examine potential gaps between AfT discourse and outcomes for the poor.
This case study examines Business Action for Africa's (BAFICAA) efforts to reform customs procedures in East Africa. BAFICAA is a non-profit network established in 2005 to positively influence pro-growth policies in Africa. It focused on customs reform in Uganda, Kenya and Tanzania by funding a report on customs practices, holding workshops with local companies, and establishing public-private taskforces to develop reform recommendations. The taskforces then approached governments to discuss implementing reforms aimed at increasing transparency and reducing corruption at border crossings. This initiative demonstrates how a business coalition can engage with governments and stakeholders to help build institutional capacity for trade facilitation.
The Importance of State-Business Relations in Advancing Developmental Goals i...Abel Diale
This document discusses state-business relations in South Africa and the potential role of corporate social responsibility (CSR) in advancing development goals. It provides background on the contested role of the state in the economy and tensions between state and business. While globalization and neo-liberal reforms reduced the state's role, CSR could help business organizations position themselves as socially responsible and assist the state's development aims by addressing social needs. The document examines debates around CSR and analyzes past state-business relations in South Africa to determine if CSR could enhance cooperation between the two.
The document discusses the emergence of market governance in the absence of formal regulation in the US financial system. It notes that since the 1980s, a parallel market-based system has developed alongside the traditional bank-based system, and now dominates credit and liquidity in the US economy. However, this new system has not been accompanied by expanded laws and oversight. The article examines governance mechanisms that have emerged in the largely unregulated US hedge fund market, based on interviews and data analysis. It finds that (1) governance structures result from interactions between formal bank regulation and informal norms of parallel financial organizations, and (2) governance failures occur where formal and informal mechanisms break down.
The document discusses the new institutional economics perspective on markets. It begins by outlining the assumptions of traditional neoclassical economics, which assumes perfect information and zero transaction costs. It then introduces new institutional economics, which recognizes positive transaction costs and how institutional arrangements help address issues like asset specificity, uncertainty, and coordination problems. The document outlines different types of institutional arrangements like markets, hierarchies, and hybrid forms, and how the attributes of transactions influence the choice of arrangement. Finally, it discusses implications for understanding value chains and innovation platforms.
1. The document discusses the shift from public administration to public management in the 1980s, which emphasized decentralized control, alternative service delivery mechanisms, and bringing public sector management closer to business methods.
2. It outlines key principles of New Public Management (NPM), including hands-on professional management, explicit performance standards and measures, output-based resource allocation, greater private sector involvement and competition, and more flexible hiring and pay practices.
3. NPM aims to reengineer bureaucracies for better governance through fundamental redesign of processes to dramatically improve performance, cost, quality and service. This is closely related to reinventing government initiatives.
This document discusses the failure of the Co-operative Bank and argues it is part of a larger systemic failure of the co-operative movement globally to develop an appropriate economic model and focus on its original purpose of establishing an alternative economy rather than just presenting an alternative business model. It claims the movement lost its way by focusing on profit sharing and business strategies instead of accumulation and developing resources to create an economy owned by members. It also argues the movement failed to properly understand and teach its own history and philosophy of cooperation.
Aom presentation, csr & institutional theory evidence from a developing islam...Amir Ghazinoori
This study examines how formal and informal institutions shape corporate social responsibility (CSR) policies and practices in Iran. The researchers conducted interviews with companies and institutions to understand their perspectives. They found that informal institutions like culture, traditions and personal values have a stronger influence on CSR than formal institutions like laws and regulations, which are weakly developed in Iran. Religion has some impact but personal ethics and values were seen as more influential. Non-governmental organizations play a minimal role. The findings indicate institutional changes are needed to further advance CSR in Iran's unique social, political and economic context.
Dr Rory Ridley-Duff- the contribution of co-operatives to social enterpriseTim Curtis
This document summarizes and compares different models of social enterprises and cooperatives. It discusses theories that socialize either the tasks or power structures of enterprises. It also provides examples of the historical role of cooperatives in the UK and compares the Mondragon cooperative model to traditional corporate models, noting higher staff voice, efficiency and social investment in Mondragon.
There is general agreement over the need to pay attention to the informal sector because of its importance to employment and poverty issues. There are also an increasing number of programmes aimed at supporting similar informal activities in highly diverse national contexts.
This consensus is backed through the adoption, at the highest level, of policy measures that are meeting with growing acceptance and, sometimes, the active support of social actors, in particular among entrepreneurial and trade union organizations. Such a stand is also based on evidence to the effect that policies to promote the informal sector are viable and profitable, even during economic downswings, and have international financial support. Nevertheless, to the extent that it fails to embrace a shared strategic vision, this is a limited consensus that hinders the eff ectiveness of policies implemented in this area.
While often adequate on an individual basis, they are insufficient and produce limited effects by failing to respond to a more comprehensive approach. The lack of a shared approach is related to the absence of a common definition of the informal sec-tor, which has grown increasingly complex since it was first described in a pioneering ILO report on Kenya in 1972.
Along with the heterogeneous nature of informal economic activities, different perceptions lead to different strategies. These are reviewed in the first section. Too great an emphasis on the regulatory perspective has identified informality with illegality and labour precariousness.
In spite of their ties to informality, however, the two categories are conceptually different. Th e second section is devoted to these subjects and, particularly, to the precariousness of the employment relationship. Lastly, the third section explores strategic options to regulate the informal sector, tracing the features of a different approach to formalizing informal activities, to facilitate their full integration in the modernization process.
For the purpose of this paper, the latter concept is defined as the most dynamic part of the economy operating under a common regulatory framework. Facts and concepts Interpretations and trends The notion of the informal sector was brought forward in a 1972 ILO report on Kenya (ILO, 1972), follow-ing a 1971 paper (Hart, 1973). They highlighted that the problem of employment in less-developed countries is not one of unemployment but rather of employed workers who do not earn enough money to make a living.
They are ‘working poor’. Th is conceptual interpretation was based on their opposition to formality and their lack of access to the market and productive resources. Th is was followed by several contributions (see Tokman, 1978).
This document discusses debates around new management practices and the changing role of the state in regulation. It summarizes that early debates focused on non-traditional forms of labor control emerging in the 1980s-1990s. While management was taking a more interventionist role in controlling workers, the state's role became more facilitative in creating conditions for this new regime. However, more recent trends show a return to direct forms of control through intensified performance measurement and management. At the same time, the state has become more disconnected and volatile as it pushes responsibility for rule-making and performance onto decentralized organizations while struggling with limited resources and contradictions in its own policies.
Mkt1019 bubbles and spectra towards a theory of social enterpriseTim Curtis
1. There are various definitions of social enterprise put forth by different organizations, but they generally involve private activities conducted for social and environmental purposes rather than solely profit maximization.
2. Social enterprises are often defined as having explicit social aims like job creation and training, social ownership structures where profits benefit the community, and reinvesting surpluses back into the business or community.
3. Scholars have noted that social enterprises exhibit hybrid characteristics, combining elements of markets, redistribution, and reciprocity in complex ways rather than fitting into simple models or definitions. More dimensional theories are needed to capture the diversity of social enterprise forms and activities.
This is a presentation of the book "Strategy formation and policy making in government". This book describes the options offered by strategic management in guiding public organisations. The book is based on the idea that planning is only one option in orienting the functioning of public organisations and applies resource-based and network studies. This book examines developments within central governments and public agencies. The book also addresses the strategic distinction between politics and administration, and illustrates the connection between goal setting and actual performance of government organisations.
This document provides an overview and outline of the book "Strategy formation and policy making in government" by Jan-Erik Johanson. It discusses several key topics:
- Types of strategies used at the macro and micro levels of government, including strategic design, internal strategic scanning, and strategic governance.
- Parts of society like the economy, polity, and civil society that influence strategy and policy making. It describes varieties of capitalism and types of bureaucracy.
- Administrative reform strategies like New Public Management and New Public Governance.
- Strategy modes within public agencies, including strategic design, internal strategic scanning, and strategic governance.
- Organizational processes, politics, and design challenges involved
Strategy formation and policy making in government powerpoint showUniversity of Tampere
The show represents macro government strategies in orienting public policy between economy government and civil society. The show contains strategic orientations of public agencies in the micro level of government. Both macro and micro strategies represent strategy modes of strategic desgin, internal strategic scanning and strategic governance. The show contains links to references and by clicking the pictures you'll find more usefull and entertaining material. The content is based on the book Strategy formation and policy making in government, published By Palgrave in 2019.
The document discusses labor relations in the new economy and issues faced by independent contractors, such as misclassification by employers to avoid responsibilities. It explores debates around how independent contractors are distinguished from employees under labor laws. The emergence of organizations like the Freelancers Union is examined as an example of how workers in the new economy are self-organizing in nontraditional ways outside of traditional employee protections.
This document discusses the reasons why countries adopt codes of good governance. It compares the perspectives of institutional theory and efficiency theory on the diffusion of such codes. The study analyzed corporate governance codes from around the world in 2005 and classified them based on the legal system of the adopting country (common law vs. civil law). Results suggest that codes in civil law countries were adopted more for legitimation reasons, such as appearing legitimate to global markets, rather than to significantly improve governance practices, as efficiency perspectives would predict. This supports a symbolic view of governance diffusion and indicates the influence of national institutions on how adopted practices are modified.
The document discusses New Public Management (NPM), which refers to reforms since the 1980s to improve efficiency and performance in western governments. Key aspects of NPM include emphasizing cost-cutting, adopting private sector practices, focusing on results over procedures, increasing competition, and making organizations more customer-oriented. However, some argue NPM has increased costs in the short-term and damaged organizations' ability to provide quality services. Overall, NPM aims to make public services more efficient and effective.
The Community Foundation for Greater Atlanta was founded in 1951 by Atlanta's four largest banks to serve as a permanent charitable resource for the metropolitan Atlanta region. It is now one of the largest community foundations in the country with over $700 million in assets across 1100 funds. The Foundation provides philanthropic services like donor advised funds and supports community initiatives and partnerships to address critical issues in the region. It aims to engage donors, strengthen the nonprofit sector, and advance the public good through grantmaking and other programs.
Points of Light is a leading volunteer organization with over 20 years of experience and the largest volunteer network in the nation. It inspires and equips over 2.7 million volunteers annually who contribute over 30 million hours of service through 250 local centers globally. Points of Light partners with over 7,200 corporations and 70,000 nonprofits to activate volunteers and provide training. It runs various campaigns and programs throughout the year to engage volunteers, especially around events like MLK Day and 9/11 Day of Service. Points of Light forms strategic partnerships with companies to mobilize consumers and employees for social good.
The Importance of State-Business Relations in Advancing Developmental Goals i...Abel Diale
This document discusses state-business relations in South Africa and the potential role of corporate social responsibility (CSR) in advancing development goals. It provides background on the contested role of the state in the economy and tensions between state and business. While globalization and neo-liberal reforms reduced the state's role, CSR could help business organizations position themselves as socially responsible and assist the state's development aims by addressing social needs. The document examines debates around CSR and analyzes past state-business relations in South Africa to determine if CSR could enhance cooperation between the two.
The document discusses the emergence of market governance in the absence of formal regulation in the US financial system. It notes that since the 1980s, a parallel market-based system has developed alongside the traditional bank-based system, and now dominates credit and liquidity in the US economy. However, this new system has not been accompanied by expanded laws and oversight. The article examines governance mechanisms that have emerged in the largely unregulated US hedge fund market, based on interviews and data analysis. It finds that (1) governance structures result from interactions between formal bank regulation and informal norms of parallel financial organizations, and (2) governance failures occur where formal and informal mechanisms break down.
The document discusses the new institutional economics perspective on markets. It begins by outlining the assumptions of traditional neoclassical economics, which assumes perfect information and zero transaction costs. It then introduces new institutional economics, which recognizes positive transaction costs and how institutional arrangements help address issues like asset specificity, uncertainty, and coordination problems. The document outlines different types of institutional arrangements like markets, hierarchies, and hybrid forms, and how the attributes of transactions influence the choice of arrangement. Finally, it discusses implications for understanding value chains and innovation platforms.
1. The document discusses the shift from public administration to public management in the 1980s, which emphasized decentralized control, alternative service delivery mechanisms, and bringing public sector management closer to business methods.
2. It outlines key principles of New Public Management (NPM), including hands-on professional management, explicit performance standards and measures, output-based resource allocation, greater private sector involvement and competition, and more flexible hiring and pay practices.
3. NPM aims to reengineer bureaucracies for better governance through fundamental redesign of processes to dramatically improve performance, cost, quality and service. This is closely related to reinventing government initiatives.
This document discusses the failure of the Co-operative Bank and argues it is part of a larger systemic failure of the co-operative movement globally to develop an appropriate economic model and focus on its original purpose of establishing an alternative economy rather than just presenting an alternative business model. It claims the movement lost its way by focusing on profit sharing and business strategies instead of accumulation and developing resources to create an economy owned by members. It also argues the movement failed to properly understand and teach its own history and philosophy of cooperation.
Aom presentation, csr & institutional theory evidence from a developing islam...Amir Ghazinoori
This study examines how formal and informal institutions shape corporate social responsibility (CSR) policies and practices in Iran. The researchers conducted interviews with companies and institutions to understand their perspectives. They found that informal institutions like culture, traditions and personal values have a stronger influence on CSR than formal institutions like laws and regulations, which are weakly developed in Iran. Religion has some impact but personal ethics and values were seen as more influential. Non-governmental organizations play a minimal role. The findings indicate institutional changes are needed to further advance CSR in Iran's unique social, political and economic context.
Dr Rory Ridley-Duff- the contribution of co-operatives to social enterpriseTim Curtis
This document summarizes and compares different models of social enterprises and cooperatives. It discusses theories that socialize either the tasks or power structures of enterprises. It also provides examples of the historical role of cooperatives in the UK and compares the Mondragon cooperative model to traditional corporate models, noting higher staff voice, efficiency and social investment in Mondragon.
There is general agreement over the need to pay attention to the informal sector because of its importance to employment and poverty issues. There are also an increasing number of programmes aimed at supporting similar informal activities in highly diverse national contexts.
This consensus is backed through the adoption, at the highest level, of policy measures that are meeting with growing acceptance and, sometimes, the active support of social actors, in particular among entrepreneurial and trade union organizations. Such a stand is also based on evidence to the effect that policies to promote the informal sector are viable and profitable, even during economic downswings, and have international financial support. Nevertheless, to the extent that it fails to embrace a shared strategic vision, this is a limited consensus that hinders the eff ectiveness of policies implemented in this area.
While often adequate on an individual basis, they are insufficient and produce limited effects by failing to respond to a more comprehensive approach. The lack of a shared approach is related to the absence of a common definition of the informal sec-tor, which has grown increasingly complex since it was first described in a pioneering ILO report on Kenya in 1972.
Along with the heterogeneous nature of informal economic activities, different perceptions lead to different strategies. These are reviewed in the first section. Too great an emphasis on the regulatory perspective has identified informality with illegality and labour precariousness.
In spite of their ties to informality, however, the two categories are conceptually different. Th e second section is devoted to these subjects and, particularly, to the precariousness of the employment relationship. Lastly, the third section explores strategic options to regulate the informal sector, tracing the features of a different approach to formalizing informal activities, to facilitate their full integration in the modernization process.
For the purpose of this paper, the latter concept is defined as the most dynamic part of the economy operating under a common regulatory framework. Facts and concepts Interpretations and trends The notion of the informal sector was brought forward in a 1972 ILO report on Kenya (ILO, 1972), follow-ing a 1971 paper (Hart, 1973). They highlighted that the problem of employment in less-developed countries is not one of unemployment but rather of employed workers who do not earn enough money to make a living.
They are ‘working poor’. Th is conceptual interpretation was based on their opposition to formality and their lack of access to the market and productive resources. Th is was followed by several contributions (see Tokman, 1978).
This document discusses debates around new management practices and the changing role of the state in regulation. It summarizes that early debates focused on non-traditional forms of labor control emerging in the 1980s-1990s. While management was taking a more interventionist role in controlling workers, the state's role became more facilitative in creating conditions for this new regime. However, more recent trends show a return to direct forms of control through intensified performance measurement and management. At the same time, the state has become more disconnected and volatile as it pushes responsibility for rule-making and performance onto decentralized organizations while struggling with limited resources and contradictions in its own policies.
Mkt1019 bubbles and spectra towards a theory of social enterpriseTim Curtis
1. There are various definitions of social enterprise put forth by different organizations, but they generally involve private activities conducted for social and environmental purposes rather than solely profit maximization.
2. Social enterprises are often defined as having explicit social aims like job creation and training, social ownership structures where profits benefit the community, and reinvesting surpluses back into the business or community.
3. Scholars have noted that social enterprises exhibit hybrid characteristics, combining elements of markets, redistribution, and reciprocity in complex ways rather than fitting into simple models or definitions. More dimensional theories are needed to capture the diversity of social enterprise forms and activities.
This is a presentation of the book "Strategy formation and policy making in government". This book describes the options offered by strategic management in guiding public organisations. The book is based on the idea that planning is only one option in orienting the functioning of public organisations and applies resource-based and network studies. This book examines developments within central governments and public agencies. The book also addresses the strategic distinction between politics and administration, and illustrates the connection between goal setting and actual performance of government organisations.
This document provides an overview and outline of the book "Strategy formation and policy making in government" by Jan-Erik Johanson. It discusses several key topics:
- Types of strategies used at the macro and micro levels of government, including strategic design, internal strategic scanning, and strategic governance.
- Parts of society like the economy, polity, and civil society that influence strategy and policy making. It describes varieties of capitalism and types of bureaucracy.
- Administrative reform strategies like New Public Management and New Public Governance.
- Strategy modes within public agencies, including strategic design, internal strategic scanning, and strategic governance.
- Organizational processes, politics, and design challenges involved
Strategy formation and policy making in government powerpoint showUniversity of Tampere
The show represents macro government strategies in orienting public policy between economy government and civil society. The show contains strategic orientations of public agencies in the micro level of government. Both macro and micro strategies represent strategy modes of strategic desgin, internal strategic scanning and strategic governance. The show contains links to references and by clicking the pictures you'll find more usefull and entertaining material. The content is based on the book Strategy formation and policy making in government, published By Palgrave in 2019.
The document discusses labor relations in the new economy and issues faced by independent contractors, such as misclassification by employers to avoid responsibilities. It explores debates around how independent contractors are distinguished from employees under labor laws. The emergence of organizations like the Freelancers Union is examined as an example of how workers in the new economy are self-organizing in nontraditional ways outside of traditional employee protections.
This document discusses the reasons why countries adopt codes of good governance. It compares the perspectives of institutional theory and efficiency theory on the diffusion of such codes. The study analyzed corporate governance codes from around the world in 2005 and classified them based on the legal system of the adopting country (common law vs. civil law). Results suggest that codes in civil law countries were adopted more for legitimation reasons, such as appearing legitimate to global markets, rather than to significantly improve governance practices, as efficiency perspectives would predict. This supports a symbolic view of governance diffusion and indicates the influence of national institutions on how adopted practices are modified.
The document discusses New Public Management (NPM), which refers to reforms since the 1980s to improve efficiency and performance in western governments. Key aspects of NPM include emphasizing cost-cutting, adopting private sector practices, focusing on results over procedures, increasing competition, and making organizations more customer-oriented. However, some argue NPM has increased costs in the short-term and damaged organizations' ability to provide quality services. Overall, NPM aims to make public services more efficient and effective.
The Community Foundation for Greater Atlanta was founded in 1951 by Atlanta's four largest banks to serve as a permanent charitable resource for the metropolitan Atlanta region. It is now one of the largest community foundations in the country with over $700 million in assets across 1100 funds. The Foundation provides philanthropic services like donor advised funds and supports community initiatives and partnerships to address critical issues in the region. It aims to engage donors, strengthen the nonprofit sector, and advance the public good through grantmaking and other programs.
Points of Light is a leading volunteer organization with over 20 years of experience and the largest volunteer network in the nation. It inspires and equips over 2.7 million volunteers annually who contribute over 30 million hours of service through 250 local centers globally. Points of Light partners with over 7,200 corporations and 70,000 nonprofits to activate volunteers and provide training. It runs various campaigns and programs throughout the year to engage volunteers, especially around events like MLK Day and 9/11 Day of Service. Points of Light forms strategic partnerships with companies to mobilize consumers and employees for social good.
The document is a collection of sentences in Portuguese demonstrating various uses of possession in sentences. It includes sentences about people possessing cars, umbrellas, money, pets, and lost items. It also includes sentences about gender roles and occupations. The document provides examples of possession with "got/have got" and "lost" in Portuguese for educational purposes.
This document provides a summary of key Supreme Court decisions from the 2013-2014 term. It lists over 30 cases decided by the Supreme Court, including Burwell v. Hobby Lobby Stores regarding religious objections to the contraceptive mandate, and NLRB v. Noel Canning regarding the president's recess appointment powers. For each case, it provides the case name, docket number, date of decision, and lower court being appealed from. The document is intended to inform readers about important Supreme Court rulings from the recent term.
An update of key employment law developments in 2014 in the District of Columbia, Maryland, and Virginia written by veteran employment lawyer Robert B. Fitzpatrick, principal of Robert B. Fitzpatrick, PLLC.
Programa completo de la conferencia internacional sobre la Empresa Social. Lineas tematicas:
1. Concepts and models of social enterprise
2. Social entrepreneurs, opportunities and
creation processes
3. Social innovation
4. Civil society and social movements
5. Financing social enterprise
6. Labour and employment
7. Governance of social enterprise
8. Performance assessment
9. Institutionalisation and public policy
This document provides an overview of jungle warfare training. It discusses the climate, weather, types of jungles, flora and fauna, diseases, and basic survival needs in different jungle environments around the world. It also covers tactical movement considerations and the importance of camouflage versus surviving, as well as examples of training activities over multiple days focusing on skills like fire-building, shelter-making, trapping, navigation, tracking, and water procurement.
Global governance and the interface withbusiness new instit.docxbudbarber38650
Global governance and the interface with
business: new institutions, processes and
partnerships
Partnered governance: aligning corporate
responsibility and public policy in the global
economy
Atle Midttun
Abstract
Purpose – The purpose of this paper is to note the remarkable expansion of corporate social
responsibility (CSR) throughout the late 1990s and early 2000s. Taking this as point of departure, it aims
to discuss the potential for aligning CSR-oriented industrial self-regulation with public governance to fill
some of the governance gap in the global economy.
Design/methodology/approach – The paper provides a conceptual discussion, empirically
underpinned by three case studies.
Findings – The paper finds that it is plausible, and empirically supported by the case studies, to
conceive of a considerable role for CSR based self-regulation in the global economy. A central
precondition is the ability of civil society organizations to establish ‘‘moral rights’’ as credible voices for
‘‘just causes’’ in a media-driven communicative society, and thereby put pressure on brand sensitive
industry. The paper finds that corporate self-regulation may fill a larger part of the governance gap if
public policy is oriented to engage with industry in a partnered mode.
Research limitations/implications – The paper establishes a conceptual base for exploring the
governance implications of CSR, casuistically underpinned by three case studies. Further studies are
needed, however, to explore the scale and scope of partnered governance in the global economy.
Practical implications – The paper provides insights into an approach to increase governability of the
global economy.
Originality/value – The originality of the paper lies in exploring the implications of CSR for governance,
and for highlighting how the governance potential may be enhanced by reorientation of public policy.
Keywords Governance, Corporate social responsibility, Globalization, Regulation
Paper type Conceptual paper
Introduction
The late twentieth and the early twenty-first centuries have seen increasing economic
globalization in the form of both globally extended capital markets and extended
outsourcing of production in global supply systems across the world. After three decades of
predominant liberalist orientation, the international economy remains strongly
pro-commercially biased.
International governance of social and environmental concerns has been relatively much
weaker, reflecting the lack of resourceful engagement by committed powerful actors and
PAGE 406 j CORPORATE GOVERNANCE j VOL. 8 NO. 4 2008, pp. 406-418, Q Emerald Group Publishing Limited, ISSN 1472-0701 DOI 10.1108/14720700810899158
Atle Midttun is based at the
Norwegian School of
Management, Oslo,
Norway.
The author is grateful to the
Research Council of Norway for
support to this article under the
projects ‘‘C(S)R in Global Value
Chains’’ and ‘‘Sustainability for
the 21st Century: Overcomi.
Beyond mimicry: a critique of “Social Responsibility” in cooperativesInformaEuropa
This document discusses the principle of "Concern for Community" in cooperatives and critiques the concept of "Social Responsibility" as practiced by companies. It begins by providing context on the origins of cooperatives and the Rochdale Pioneers. It then defines the principle of "Concern for Community" according to the International Co-operative Alliance and discusses how it differs from the concept of "Social Responsibility" pursued by companies, which focuses more on reputation and shareholders. The document uses the "Theory of Gift" to argue that "Concern for Community" embodies cooperative values of intervening in social affairs, whereas "Social Responsibility" is often more about marketing.
Institution As The Fundamental Cause Of Long Tern GrowthTammy Majors
The document discusses the structural advantages of blockchain technology, including its durability as a decentralized network that is resistant to failures or attacks. Blockchains do not have a single point of failure and becoming over 50% of the network's computing power or assets would not be economically viable for an attacker. The structural advantages of blockchains could enable applications that improve record-keeping, transactions, and other processes across many industries.
This report develops a methodology for assessing the enabling environment for cooperatives across countries. It defines the enabling environment as the degree to which nations support cooperative firms according to cooperative principles. The report finds that the enabling environment is highly complex and multidimensional, influenced by historical, cultural, social, legal, policy and economic factors. It determines that constructing a single comparable enabling environment indicator is impossible due to differences between countries. However, the report develops a framework to analyze relationships between quantitative data on cooperative performance and proxies for elements of the enabling environment, in order to identify which factors correlate with higher or lower cooperative development.
Antenna for Social Innovation. We Share. Who Wins: unravelling the controvers...ESADE
In this fourth edition of the Antenna for Social Innovation, we discuss one of the most fascinating and controversial economic transformations: the growth of the collaborative economy. This transformation has been accompanied by a series of events that is destined to revolutionise our societies – namely, the expansion of the Internet, as well as the rise of smartphones, social networks, advances in artificial intelligence, and the capacity to instantly process huge amounts of information at a tiny cost. We talk about societies in a broad sense because the new wave of developments in the digital economy will transform the economic sphere of our lives – as well as the workplace, tax system, educational models, consumption patterns, and communications.
The 1987 Philippine Constitution recognizes cooperatives as legal entities with economic and social functions. It mandates the creation of an agency to promote cooperatives. Cooperatives are defined as associations that help members achieve social and economic needs through equitable capital contributions and sharing of risks and benefits. The Constitution encourages broadening cooperative ownership and protects cooperatives' right to own businesses. It also supports farmers' cooperatives participation in agriculture programs.
Multi-Stakeholder Partnerships in Development Sector: A Conceptual Framework Shipra Sharma
The MSP paradigm emerged in response to the failure of both the structural (that over-emphasize the role of government in facilitating development process) and the neo-classical or neo-liberal theories of development (that negate the role of the government and regard free market economy as the key to economic development) to effectively address the complexities of development.
This document was developed by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the statements made by Federico Mayor Zaragoza, Chairman of the Scientific Council at Fundación Ramón Areces; Adela Cortina, Professor at the University of Valencia; José Luis Monzón, President of CIRIEC; Charles Fombrun, PChairman at Reputation Institute and José Manuel Pérez Díaz-Pericles,Founder of the training project Entrepreneurship Training Chain, during the semminary Economía y valores that took place in Madrid, on February 19 and 20, 2015.
In the institutional area, the academic field and private sector a new framework is demanded for economy to grow and develop itself and to give more importance to objectives of sustainable growth for the long-term, including issues of general interest both for companies and stakeholders. Ethics seem to be the backbone of a new system based on two big pillars: social and environmental ethics, able to develop an efficient economic system, which is favourable to business development and investments.
New Institutional Economics (NIE) doesn't mean to break away from the market economy but to apply new formulas to solve problems arising from it.
Institutions need to be able to guarantee social justice, environmental sustainability and long-term economic growth. The current economic scenario and institutional crisis turns the spotlight on legitimizing those institutions that will have to make considerable further efforts to respond to the interests and demands of everyone, companies and citizens.
The current context of social economy represents a useful tool that includes ethical principles to the business plan, so that the company stakeholders perceive the actions of the organization as something positive and favourable for the context where it happens. It is true that the model suggested by social economy can't be completely transposed to capital companies but it can add value to the business model through human resources and corporate social responsibility policies.
In the current scenario, both companies and citizens are required to create new models of ethical leadership. Nowadays, states have lost influence in favour of civil society. The current position of companies and citizens is critical as a way out of the crisis. Thus, it is fundamental to take new responsibilities based on their new role.
Citizens must assume this responsibility and adopt such values as solidarity, respect and, specially, dialogue.
It is impossible to apprehend the full complexity of the transformative power of current citizenry without understanding the key elements of this new context: the reputation economy, a context where people pay more and more attention to the companies that are behind the products and services they consume. In this sense, reputation management becomes the management of the relationship with the company's stakeholders.
The concept of social responsibility among businessmen, particularly in India, is not new and can be easily seen in the form of magnificent temples, high mosques, large dharmshalas and great educational institutions. Indian literature is full of incidents when business- men have gone out of the way to help extract kings and societies out of crises. Many Indian businesses are known for staying one step ahead of the government, as far as the welfare of employees and societies is concerned.
Different Types Of Market Forms Essay
Different Types Of Market Structures
Essay about Organizational Structures
Different Organisational Structures And Cultures
The Types Of Market Structures
The Four Different Market Structures Essay
Organizational Structure
Major Types Of Social Structure Theories
The Five Types of Organizational Structure
ASEAN was founded in 1967 in Bangkok, Thailand by Indonesia, Malaysia, Philippines, Singapore and Thailand. It aims to accelerate economic growth, social progress and cultural development in Southeast Asia through cooperation. ASEAN has expanded over the years to include 10 member countries. It works to promote regional peace and stability through international law and principles of the UN Charter. ASEAN also promotes collaboration in economic, social, cultural, technical and administrative fields between member countries.
1. The document analyzes a project in Sao Paulo, Brazil that aims to revitalize the microeconomy of the Grande ABC region through the plastics cluster.
2. It studied 42 small plastics companies and found most emphasize productive processes over market, management, or products. They lack strategic planning, training, and financing.
3. The project aims to help companies through services from local universities and institutions to develop new technologies and processes, improve management, and increase competitiveness through collaboration in the local productive arrangement.
This document provides an abstract and introduction to a paper about developing a stakeholder perspective of business strategy. The paper's thesis is that how individuals cooperate through organizational structures affects the knowledge they apply to business activities. It considers knowledge as a network and takes a knowledge-based view of why firms exist, rather than just a goods-centered view. The paper will define stakeholders and discuss governance mechanisms, knowledge-based transaction costs, and developing a stakeholder perspective of business strategy based on considering five types of capital.
The document discusses the dual economic and social goals of cooperatives and challenges the assumptions of traditional economic models. It proposes that cooperatives jointly produce both economic and social outputs through a balancing of self-interest and other-interest. A multiple utility model that considers both personal and social goals provides a more appropriate framework for understanding complex decision-making in cooperatives compared to models that only consider a single utility function. The document argues for constructing economic theories consistent with the principles and values that determine cooperative activities rather than interpreting cooperatives through models developed for other purposes.
1) The document discusses corporate social responsibility (CSR) training initiatives by multinational enterprises in developing countries. It aims to analyze how these initiatives contribute to human capital development.
2) While CSR expectations of businesses have increased, there is debate around whether CSR should be a priority or if the primary responsibility is to shareholders. However, many firms see CSR as important for sustainable business development and managing stakeholder expectations.
3) The document reviews CSR strategies and initiatives of multinational enterprises, and aims to provide recommendations to better engage companies in long-term human capital development through CSR.
NGOs Role in Enforcing Social Corporate Responsibilities in Post-Colonial MEN...Abdeslam Badre, PhD
This document discusses the roles of civil society organizations in promoting corporate social responsibility, particularly in post-colonial MENA states using Morocco as a case study. It outlines how CSR and CSOs have evolved over time in the West and MENA region. While CSR began as a religious concept in MENA, it is now being modernized to align with international models. However, CSOs promoting CSR are still developing in the region as civil society itself is relatively new, having emerged from anti-colonial movements. The document examines challenges CSOs face in advocating for CSR from corporations in MENA states.
This document provides an overview of social entrepreneurship research. It discusses how social entrepreneurship research is still emerging but provides opportunities to challenge assumptions from other fields like management and business. The document defines social entrepreneurship as addressing social needs in a way that prioritizes social value over financial benefits. It also discusses how social entrepreneurship research can draw from theories in sociology and organizational studies. The document argues that clarifying concepts and definitions is important to advance social entrepreneurship as a field of research.
This document discusses corporate integrity and leadership from a civic perspective. It defines corporations as purposeful human organizations made up of communication patterns between employees. Corporations exist within larger systems and their purpose depends on their role in these systems. The economy is embedded within civil society. A civic perspective views corporate members as citizens and judges corporate decisions by civic norms like reciprocity, justice, and care. This perspective questions whether leaders can have integrity in corporations that lack integrity as determined by the integrity of interpersonal relationships within the organization.
TRAINING #8 – Train the Trainer – How can you support social entrepreneurship?armelleguillermet
This document provides an overview of online training for supporting social entrepreneurship. It begins with basic terminology like social innovation, social entrepreneurship, and the differences between social enterprises and corporate social responsibility. It then discusses common societal challenges in the Alpine region like depopulation, unemployment, and lack of healthcare. The training emphasizes that social challenges can create business opportunities and encourages exploring cross-border markets and partnerships. It also summarizes how the EU supports social enterprises through organizations like Social Economy Europe and policies like the European Action Plan for the Social Economy. Finally, it highlights interviews that discuss the characteristics, challenges and business potential of social entrepreneurship.
Similar to The role of business in civil society governance CIES y EMES network (20)
Las cooperativas son asociaciones voluntarias de ciudadanos que utilizan la cooperación como instrumento de ayuda mutua o al servicio de su comunidad. Los diferentes tipos de cooperativas tienen en común que son organizaciones que coordinan un conjunto de recursos, cuyo resultado son bienes y servicios que tiene como fin maximizar la función objetivo de sus miembros. En una economía de mercado donde éste desempeña tareas de coordinación, la pregunta que se plantea es ¿por qué deben existir organizaciones que tiene como función la coordinación cuando ya existe el mecanismo de mercado?
Una estructura de mercado caracterizada por homogeneidad de producto, información simétrica e intercambios voluntarios no es un fenómeno universal. Como consecuencia surge la coordinación. Las presencias de la empresa privada convencional y de la empresa cooperativa son resultado de la existencia de información asimétrica y costes de transacción en nuestro actual sistema capitalista.
En los estudios de las organizaciones domina la investigación relacionada con la gestión. Sin embargo,
poco a poco, el análisis de la participación y la implicación activa de los socios en los órganos de gobierno
de las organizaciones democráticas va creando su propio espacio de interés. Los directivos empiezan a
descubrir que la implicación del socio en la sostenibilidad económica proporciona ventaja competitiva.
En el caso del cooperativismo de consumo en España, es este artículo se presentan los resultados de un
estudio encargado por Hispacoop al Centro de Investigación de Economía y Sociedad (cies, 2010) de la
Universidad de Barcelona, siendo esta una primera aproximación al estudio de la participación del socio
en el gobierno de diez cooperativas de consumo que operan en el mercado español.
La responsabilidad social corporativa permite a las empresas gestionar sus negocios de forma sustentable y permanente, prevenir conflictos con sus grupos de interés, y preservar su reputación y imagen, lo que les permite permanecer en el mercado a largo plazo. Aunque una empresa puede ganar dinero de forma corrupta en el corto plazo, eventualmente su mala conducta se hará pública, dañando su reputación, acciones y capacidad de continuar operando.
This document discusses challenges facing corporate boards and managers related to corporate social responsibility and governance. It begins by providing context and outlining the challenge of achieving "good growth." Specifically, it presents data showing that while all companies grew revenue annually from 1985-1995, earnings per share growth and returns above the cost of capital were much harder to achieve for the bottom half of companies. It emphasizes that good growth proving difficult and earning shareholders' trust is essential for sustainable value creation.
El documento presenta el programa de una sesión presencial de una semana de duración sobre responsabilidad social corporativa y economía social para estudiantes de un máster de la Universidad de Barcelona. El programa incluye presentaciones y debates sobre diferentes temas relacionados con la RSC, visitas a empresas sociales y organizaciones sin ánimo de lucro, y la defensa de planes de trabajo por parte de los estudiantes. La sesión tendrá lugar en la Andrew Young School of Policy Studies de la Universidad Estatal de Georgia.
Here are the key points I took away from reviewing the document:
- Social enterprises pursue social missions through business approaches and methods to address social issues. They exist along a spectrum from purely for-profit to purely non-profit organizations.
- Social enterprise models vary significantly between regions/countries based on factors like the role of the state, market conditions, civil society involvement, and reliance on international aid.
- Common social enterprise organizational types include nonprofits with commercial activities, hybrid organizations balancing social and profit goals, and for-profits with explicit social purposes.
- The document discusses examples of social enterprises from the US, Western Europe, Southern Africa, and Argentina and compares their typical outcomes, organizational types, societal
La empresa crea valor compartido cuando su actuación genera un beneficio significativo para la sociedad que también es de valor para el negocio. Puede crear valor compartido de tres formas: 1) concebir nuevos productos y mercados, 2) redefinir la productividad en la cadena de valor, y 3) construir clusters locales donde actúa. Estas tres vías se complementan formando un círculo virtuoso que implica innovar mientras se mantiene un equilibrio entre beneficios sociales y económicos.
A lecture given by Professor Isabel Vidal at the University of Edinburg Business School, the 2nd of February, 2012.
This lecture gives an interesting insight into the corporate governance of social enterprises in Europe with a focus on Spain, combining a theoretical approach with the results of an empirical study.
Este documento resume un libro blanco sobre la economía social en Cataluña. Describe la metodología utilizada para elaborar el informe, incluidas consultas de datos, trabajo de campo y seminarios. Define la economía social y describe sus principales componentes como cooperativas, mutualidades y fundaciones. Explica las características económicas y sociales de estas organizaciones.
Este informe analiza la sostenibilidad y responsabilidad social de las empresas. Define la sostenibilidad como satisfacer las necesidades del presente sin comprometer las de las futuras generaciones. Explica que la Unión Europea y los gobiernos están liderando el proceso hacia un crecimiento económico sostenible a través de la regulación, mientras que las empresas juegan un papel clave a través de su responsabilidad social. Finalmente, traza los hitos clave en el desarrollo del concepto de responsabilidad social empresarial en Europa desde la déc
La empresa crea valor compartido cuando su actuación genera un beneficio significativo para la sociedad que también es de valor para el negocio. Puede crear valor compartido por tres vías distintas que se complementan constituyendo un círculo virtuoso: concebir nuevos productos y mercados, redefinir la productividad en la cadena de valor y construir clúster locales donde actúa. Valor compartido implica innovación. Al mismo tiempo, exige un equilibrio que no es fácil alcanzar entre necesidades sociales y beneficios empresariales.
CIES is a non-profit foundation established in 1992 in Barcelona that conducts research and training on corporate social responsibility (CSR) and social economy. It partners with universities and organizations to promote CSR and a sustainable economic model. CIES analyzed the socioeconomic impact of social economy enterprises in Spain, finding they generate billions annually for social cohesion, provide over 2 million jobs, and support workers from vulnerable groups. The disappearance of these social enterprises would significantly affect employment and social services. CIES recommends strengthening collaboration between the third sector and universities, consolidating the values of social economy, and improving representation and identification of the third sector.
The Research Center on Economics and Society (CIES) has been developing ideas around corporate social responsibility and social economy since 1992. It offers two online master's programs in these areas and conducts research, training, and consulting services. CIES works with universities and organizations in Europe, Latin America, and the United States to promote sustainable development through social responsibility.
La elaboración de informes de sostenibilidad o de responsabilidad social corporativa es cada vez más común entre empresas grandes así como Pymes. La elaboración de informes de de responsabilidad social corporativa sirve a la empresa para comunicarse con sus grupos de interés. Este manual ofrece una orientación de los conceptos, las normas y los argumentos así como los pasos de la elaboración de un informe de sostenibilidad.
El documento, escrito de forma didáctica, tiene como principal objetivo proporcionar una visión panorámica de los diferentes aspectos de este concepto poliédrico que es la responsabilidad social de la empresa. Este informe presenta la relación entre la estrategia empresarial, la responsabilidad social empresarial y los grupos de interés, y así propone la introducción necesaria para la puesta en práctica de una estrategia de RSC.
Este informe tiene como objetivo analizar cómo la gestión responsable puede tener impacto positivo en la prevención de los riesgos laborales de cualquier organización. Las acciones relacionadas con la creación de confianza se clasifican en el concepto de “hacer más”, comportamiento voluntario, comportamiento basado en el enfoque de la RSE. Las tareas de control para el cumplimiento de la legislación hacen referencia a las obligaciones de cualquier organización. La tesis que se defiende en este informe es que las tareas de control se refuerzan, hay un efecto sinérgico, si van acompañadas de actitudes y actividades que facilitan la confianza del colaborador; confianza que ha de facilitar a su vez que la persona esté motivada para desarrollar su desempeño en base a las directrices deseadas.
Aquest estudi té com a objectiu fer una anàlisi sobre l’estat actual dels centres especials de treball que actuen a Catalunya.
Aquesta anàlisi ens ha de permetre disposar d’una fotografia general de la realitat social i econòmica dels centres especials de treball que operen a Catalunya.
Així mateix, aquest coneixement es el pas previ per poder fer propostes i plantejar noves mesures de suport públic i privat que han de facilitar que aquests serveis d’integració laboral siguin un veritable instrument de cohesió social i d’igualtat d’oportunitats per a les persones amb discapacitat que de forma sistemàtica es troben excloses del mercat de treball convencional.
Al nostre país el primer reconeixement institucional d’assumpcions de responsabilitats publiques adreçades a les persones amb discapacitat data dels anys vuitanta del segle XX. Des d’aleshores les institucions públiques així com les entitats privades han recorregut un llarg camí. Es considera que desprès de vint anys toca fer un alt en aquest camí, avaluar la bona feina feta, explicitar alguns aspectes que cal millorar i plantejar nous reptes de futur.
Este documento presenta la revisión de octubre de 2008 de la serie de normas AA1000 de aseguramiento sobre responsabilidad social corporativa. La norma establece principios para que las organizaciones rindan cuentas de forma inclusiva y material a sus grupos de interés. El documento describe la evolución de la norma desde 1999, el proceso de revisión de 2008 y los principios fundamentales de inclusividad, materialidad y capacidad de respuesta. La norma provee un marco para que las organizaciones gestionen, apliquen y comuniquen su
Las entidades no lucrativas y las cooperativas acostumbran a definirse como aquel conjunto de organizaciones económicas que comparten los siguientes principios básicos: son iniciativas procedentes de un grupo de ciudadanos; el poder político en el interior de las organizaciones no se fundamenta en la propiedad del capital; una distribución limitada o no de beneficios; y
un objetivo explícito de beneficio a la comunidad.
En la actualidad con las bases de información estadística que se publican no es posible saber la importancia económica del conjunto de entidades no lucrativas y de cooperativas en nuestra sociedad. La propia Comisión Europea en el año 1999 reconocía la carencia considerable de visualización de las entidades no lucrativas y de las cooperativas. Las entidades no lucrativas y las cooperativas se encuentran presentes diariamente en nuestra vida cotidiana; como consecuencia, es clave saber no sólo el número de establecimientos sino también conocer a fondo su dimensión, estructura, ámbitos de actuación, peso financiero, empleo que genera y, en definitiva, cómo se desempeñan. Esta es una asignatura pendiente en todos los países de la Unión Europea.
Esta nota técnica actualiza el análisis y evolución del número de establecimientos con las condiciones jurídicas de asociaciones y otros tipos y de cooperativas a enero del 2009 a partir de la información estadística publicada para otros menesteres.
More from Centro de Investigación de Economía y Sociedad (20)
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
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Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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The role of business in civil society governance CIES y EMES network
1. THE ROLE OF BUSINESS IN CIVIL SOCIETY GOVERNANCE
By Isabel Vidal
Centre for Research on Economics and Society – CIES -
Parc Cientific de Barcelona
Torre R+I+D
Baldiri Reixac 4-8
08028-Barcelona, Spain
Phone: +34 934335490
Fax: + 34934034510
Email: ividal@grupcies.com
Web site: http://www.grupcies.com
Comunication presented at the 4rd EMES International Research Conference on Social
Enterprise. “If not for profit, for what? And how?, Panel Title: Governance and Democracy.
Thematic Line: Governance of social enterprise, July 1-4, 2013, University of Liege, Belgium.
2. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 2
Summary
This chapter describes the development of strategic alliances between civil society
organizations and business corporations. Strategy is understood as the determination of basic
goals and implementation of policies and action plans to achieve the established objectives.
Strategic alliance, in turn, is defined as a long term partnership which each member uses as a
tool for implementing strategic plans in their relations with the community.
This chapter presents the causes that promote the coordination, the benefits of cooperation as
a mechanism to share risks, the resources and the complementary skills as well as the
possibility for each individual member of the strategic alliance to more easily achieving its
objectives or goals.
In addition, the risks related to an alliance are described in comparison to the solitary
performance of an organization, e.g. the occurrence of problems related to the compatibility
of cultures and objectives (short-term orientation versus long-term, inadequacy of the results
to the expectations of each of the members of the alliance). Finally, the impacts of these
alliances on the governance of civil society organizations are described. These impacts include
greater emphasis on performance measurement and accountability of CSOs, a stronger
orientation of CSOs towards fields of interest to business partners, and adoption of corporate
governance models by CSOs.
3. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 3
I. Introduction
Formal and willing cooperation, as well as networking, are not themselves new. Cooperatives
are voluntary associations, very often, of small entrepreneurs that use the cooperative as a
tool that serves the sustainability of their own companies. The creation of industrial districts
(Marshal, 1890), (Becattini, 1979) or clusters (Porter, 1990 and 1998) are other formal and
informal cooperatives in a specific arena and specific time, with a goal to facilitate the viability
of private business. This chapter focuses its analysis on the formal and voluntary cooperation
between civil social organizations (CSOs) and business corporations. CSOs will be defined as
the set of non-profit organizations and social enterprises, sponsored by citizens, whose
primary objective supports the general interests of citizens. Business corporations will be
defined as those capital associations whose primary objective is the maximization of profits.
Civil social organizations and business corporations are similar. They are both organizations
that coordinate a set of inputs, which result in goods and services that are intended to
maximize the function and objective of each of the organizations. In a market economy that
fulfills duties of coordination, the question that arises is why should organizations exist that
have coordination as a function, when the market mechanism is already in place? As it is
emphasized by Fernandez de Castro and Tugores (1991:2) a market structure characterized by
product homogenization, symmetric information and voluntary changes “is not a universal
phenomenon”. As a consequence the central coordination emerges. Coase (1937) and
Hansmann (1980) justify the presence of the business and the CSO respectively as a
consequence of the existence of asymmetric information and transaction fees. Consequently,
it is said that the CSO and business corporation are the results of centralized coordination of
resources and wills. Easley and O’Hara (1986:85) remark that quite often “economists consider
the CSO as economic anomalies and organizations that are outside of the real economic
system”. Nevertheless, Weisbroad (1975), Hansmann (1980), Easley and O’Hara (1983) and
Avner Ben-Ner (1986) argue that the CSO exists not only for altruist or historic reasons, but
also because it represents the optimal organizational form or coordination for the provision of
certain goods and services, even more in market situations where asymmetric information and
incomplete contracts are present. This theoretical perspective allows us to consider that
businesses, public administrations and CSOs have their own function and space within the
market economies. The simultaneous occurrence of multiple actions of willful coordination is
complemented by the decentralized coordination provided by the different markets. The
existence of strategic alliances between the civil social organization (CSO) and the business
4. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 4
corporation is yet another kind of willful and centralized coordination; however, this time
between two parties, the business and the CSO. This type of coordination is not new either.
Favreu (1990) reminds us of examples of cooperation between businesses and social
movements that took place in the 1980’s and 1990’s in the U.S. and Canada, particularly in
Quebec, in collaboration with the local administration which resulted in the establishment of
community economic development corporations (CEDCO). In modern terminology these would
be examples of the public-private partnership (PPP). In the European project, The socio-
economic performance of social business in the field of work integration (PERSE)1
, one of the
foremost conclusions for the Spanish case was that those CSOs with a primary objective was
the social integration of people of difficult employability, should work in a strategic alliance
with the business corporation to facilitate the transit of such people to the labor market.
Objective and Structure
This chapter focuses on two actors, the CSO and the business corporation. The chapter
objective is to consider the conditions that should be present so that these two parties choose
to formally cooperate with each other. To be able to accomplish this purpose, we start with
the conventional analysis of microeconomics, which supposes that the behavior of these two
parties always adopts the form of restricted maximization. Each actor must select from a
specific group of options, choosing which they think will the one maximize their primary
objective. In the case of the CSO, the primary objective could be “to do good”. In the case of
the business corporation, it may be the “maximization of profits”. However, the actions that
each one of these actors executes will depend upon the opportunities that are present. In the
same way, those opportunities frequently depend on the collective actions of other actors.
Furthermore, the consequences of each party’s actions depend on the choices made by the
other actors involved. Among the actors within this institutional framework of
interdependence, the option to cooperate creates an equilibrium between all parties and each
party thinks that it has made the best possible decision within the institutional framework.
Evidently, the equilibriums are dynamic and evolving. To suppose that the equilibriums evolve
signifies changes in the behaviors of the actors and it forces the parties to generate the option
of cooperation as an answer.
1 Between 2002 and 2005 the european network of researchers L’Emergene de L’Enterprise Social compleated the project the socio-economic
performance of social enterprise in the field of work integration (PERSE). An outcome of this project was the book Nyssen, M. (editor) (2006),
Social enterprise. At the crossroad of market, public policies and civil society. Routledge, Studies in the Managment of Voluntary and
non profit organizations, London and New York. ISBN 10:0-415-37878-8, 2006 page 335.
5. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 5
This chapter is divided into eight sections. The first section is the introduction. Then, the
conditions with which the CSO and business corporation opt to cooperate are analyzed, with a
reflection about the advantages and risks of networking. Once the questions of “what for” and
“why” cooperation have discussed, attention is focused on the construction of strategic
alliances. A definition of cooperation is then given based on an essential condition that each
member in the web has its own vision and strategy prior to the alliance, hence, the concept of
strategic alliance. The fourth section describes the development process of the different forms
of cooperation between the CSO Atzegi and diverse partners, which resulted in the Gureak
Business Group. The fifth section relates networking to trust capital and trust capital to social
capital. It is maintained that prior to the alliance each member must have accumulated trust
capital. The sixth section explains the risks that a CSO takes on when it decides to use alliances
as mechanisms for business growth. This article ends with some final thoughts and the last
section the bibliography provides.
II. Conflict or Cooperation? Conditions for the Cooperation to Occur
After a long history of confrontational, parallel and solitary performance, Favreau (1990:6)
notes that the popular movement in the Province of Quebec rejected sectarianism and ask
quires, “is it a right turn or a new way to do politics?” To answer this question, Favreau
describes the social and economic context of the Province of Quebec and Montreal during the
70’s and 80’s in the twentieth century. During this timeframe Quebec and Montreal registered
a strong economic decline, manifested in the delocalization of businesses and total
abandonment of industrial sectors. The severe recession of economic activity impacted
employment, the citizens’ quality of life, and led to the progressive and rapid deterioration of
neighborhoods. To Favreau (1990:7) this radical change in the economic and business
surroundings is the reason that social movements begin to show interest in social problems
and to abandon their ambitions of radical social transformation; “in the eighties there were no
ambitions of social radical transformation: there is desire to support good causes, and be open
to collaborations”. Hamel (1990) points out that it is within this context of uneasiness in
regards to the local development that the partnerships between the public and private sector
came to life in Quebec. Hamel (1990) states that in situations where there is social stress it is
more likely that the social forces, social movements, businesses, unions, universities and
administrations choose cooperation as an efficient instrument to solve the daily problems that
are generated by the adverse environment to facilitating social innovation.
6. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 6
Harrisson, Chaari and Comeou-Vallée (2012) explain the confrontational process against
collaboration that occurred between the public utility, which produces and supplies energy
and the confederation of associations in defense of the consumers in Quebec. The situation
began as follows: The electric company cut off the power supply to those citizens that could
not pay their bill; in reaction to this, the confederation of associations in the defense of the
consumers orchestrated a campaign to protest against the electric company, since what they
were doing was affecting those with a greater need. This shows that the first option chosen by
both was to confront each other. Nevertheless, Harrisson, Chaari and Comeou-Vallée (2012)
show how the alternate option of cooperation proved to be the most satisfactory for both
parties, as each one of the actors achieved their goal. Dialogue and the achievement of
satisfactory agreements for both parties was possible due to the interrelated actions
perpetrated by the public utility and those of the confederation of associations in the defense
of consumers. This shows that what one actor achieves as a result of their behavior not only
depends on their own strategy but also on the strategy chosen by the other actor as well.
The strategic alliances developed among the different actors with distinct primary objectives
could be beneficial for everyone. The option to cooperate could be seen as a mechanism to
share resources, knowledge, abilities and supplementary skills, which facilitate the
achievement of the primary objective of each participant organization. For example, a
strength that a CSO has is its capacity to communicate with local people, as they have the
respect and the credibility of the citizens that gave it its moral authority. For a business that
wishes to create a new market for its products in a socially and culturally unknown
surrounding, finding and cooperating with a local CSO will allow it to have access to that new
market in an easier and more cost effective manner. Next, the case of Hindustan Unilever
Limited is presented. This is an example of success in business related to the bottom of the
pyramid (BoP)(Prahalad, 2005). In the Hindustan Unilever Limited case an instrument that
facilitated success for the business was the alliance that the business established with the CSO
and the local government. Hindustan Unilever Limited argues that if the local CSOs accepted to
play the role of the interface between the people, particularly the poor and needy and the
business corporation is because the CSOs saw the opportunity for personal hygiene products
to be within the reach of the BoP consumers. The CSO utilized collaboration as a supplemental
instrument in their primary objective to stimulate and educate the rural population on
personal hygiene habits.
7. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 7
The Hindustan Unilever Limited’s case
Hindustan Unilever Limited (Hindustan, from here on) is a branch of the Unilever Group in
India. Hindustan is considered one of the chief businesses of consumer goods in that country.
This branch markets a wide range of food products, drinks, personal care products and
detergents. In the fiscal year of 2010, the business showed a net profit of 358 million Euros
and revenues of almost 3,000 million Euros. Nowadays, detergents and personal care products
represent most of Hindustan’s revenue and are the product lines that provide more profit
margins to the business.
In 1987 Hindustan decided to introduce a low cost detergent. The population in India is
dispersed, located mostly in rural areas, (in 2002 they represented 72%) and lives with a lack of
infrastructure. Hindustan developed its business plan. The model was totally centered on the
specific needs of the bottom of the pyramid (BoP). The goals of Hindustan’s project in the BoP
were to increase the exposure of its products in the rural market (distribution system
approach), to change certain attitudes with regards to the use of diverse product categories
(product approach) and to catalyze rural prosperity and with that to boost market growth
(combining marketing strategy and strategic alliances approach).
Shaki Project
In the year 2000 through a pilot program in the state of Andhra Pradesh, Hindustan launched
the Shaki project with the intention of increasing its presence in the rural markets of the BoP.
That project was initially based on the system of access to credit created by Grameen Bank.
Using that system Hindustan offered or facilitated the access to credit to relatively small
groups of women. From there, Hindustan focused on offering to the receivers of credit the
opportunity to collaborate with them marketing their products. During this process Hindustan
requested the local CSOs’ collaboration with the idea of facilitating the access to credit to the
aforementioned groups. The project that Hindustan proposed posed a major change to the
traditional microcredit model. The intermediation or the facilitation of the credit was not the
end goal, but to offer the rural population a concrete and real possibility of increasing their
income and foster their entrepreneurial spirit. Towards the end of 2009, the Shaki project had
45,000 entrepreneurs, 3 million customers distributed between 100,000 villages. The revenue
from the Shaki project was came to about 10% of the total Hindustan rural revenue.
Hindustan also developed alliances with governments and local CSO to collaborate with them
and promote their entry in the BoP with specific projects. In Manwani in 2007 Hindustan’s
8. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 8
President stated that the best way to enter into markets that have a high social and cultural
complexity was through agreements with interested parties. The President concretely noted
that the branch of Unilever is a member of the Bhavishya alliance, which is based in different
agreements between the private sector, the government and the NGOs with the objective of
having a positive impact upon the level of malnutrition in India.
A clear example of the importance of the strategic alliances is the theatrical representations
that were part of Hindustan’s marketing strategy. Hindustan signed collaboration agreements
with UNESCO and with local NGOs interested in promoting hygienic habits among the rural
population.
Resource: Tomas Tomeo (2011) The relevance of the market of the pyramid base in the world
economy. Private businesses and new business models, (mimeo), doctorial theses read in the
Economics and Business Faculty in the University of Barcelona, July, 133-168.
From the examples we can see that for cooperation exist between the CSOs and the business
there should be: a) a strategic interdependence between these two parties: the results that a
partner can obtain depends on what the other partner would do b) the chances to easily reach
the primary objectives of each of the partners in the network. But, what are the advantages of
cooperation between a CSO and a business entity that voluntary opt to work in alliance? New
facilities that each of the members obtains for the achievement of their own objectives.
Nevertheless, as it is noted by Fernandez de Castro and Tugores (1991:2) synergies and
complements are necessary but not sufficient for cooperation to emerge. The value obtained
by each party from the cooperation itself should be superior to what it would spend to achieve
it on its own. Furthermore, each one of the participants should obtain at least the same result
that it could have achieved with the best available alternative, prior to the cooperation
agreement to which it is part of. In other words, its opportunity cost. Within this context, the
opportunity cost or alternate cost refers to what each of the members of the cooperation is
deprived of or what the member renounces when it elects to cooperate.
9. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 9
III. Building of Strategic Alliances
Intending to analyze the strategic alliances between businesses insists that the cooperation is
an instrument that private, for-profit, non-profit and public organizations have available to
them to easily develop their own strategy; this means, as stated by Trigo and Drudis (1999),
that before making any decision to cooperate, each partner of the alliance must have its own
strategy. Consequently, the cooperation is also called strategic alliance. For Trigo and Drudis
(1999) cooperation implies joint work among different partners for a more or less long period
of time. Joint work during a specific period of time is not considered an example of
cooperation. The success of the cooperation does not depend on its duration; success is
determined by the possibilities that it gives each of the members to achieve more efficiency
the objectives that each one of them had established for their own organization. When a
strategic alliance ends each one of the members must leave stronger than when joined.
Definition of Cooperation
The meaning that may be given to the term cooperation between one or many CSOs and the
business corporations varies greatly and there is no unique definition. One definition may be a
relationship between one or many CSOs and one or many businesses or business centers of
many businesses located in the same territory and where their members share risks, join in
their efforts or develop a new and different structure to achieve a mutual benefit. The
particular characteristic that this alliance has is that each one of its components preserves
their special identity, except for concrete aspects in which specific resources both human and
material become intertwined and shared in a common objective.
Definition of Strategy
Each cooperating member must design its strategy. There is a vast number of definitions of
strategy; Trigo and Drudis (1999) cite different strategy definitions. One is the one given by
Chandler (1962:13) who defines strategy as “the determination of long term basic goals and
objectives of an organization, and the adoption of courses of action and assignment of
necessary resources to achieve those goals”. Cooperation is a mechanism or an instrument
that serves the organization strategy. Ultimately, each member of the organization must first
have a clear understanding of its primary objective as well as the strategy that will allow it to
achieve that objective.
10. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 10
As Tomeo (2011) noted Hindustan had already paved its way for the further expansion of its
business in the markets located in the rural villages of India, and understood the value that the
collaboration agreements with governments and local CSOs would have. Next, we have the
example of the Gureak group located principally in the Basque country, north of Spain whose
principal partner is the Atzegi Association, Guipuscoana Asociation in favor of the intellectually
disable. The Atzegi Asociation was established in 1960 as a result of the voluntary association
of a set of people that had disabled family members. Nowadays, the Atzegi Asociation is the
foremost partner with nearly one third of the social capital of the Gureak Group, which in the
year 2011 was integrated for about 20 businesses that provided employment to more than
4,000 people. These people were spread among what in Spain is known as employment
special centers2
and a foundation that acts as a management agent in the provision of care
activities directed to those workers. The employment special centers were first recognized in
the 42nd article of the Law 13/1982. The CSO Atzegi was already creating employment before
it was formally recognized and had subsequent institutional support. In Spain CSO Atzegi was
one of the pioneer entities with the objective of social integration so that people who had
recognized disabilities would be able to work.
The case of the CSO Atzegi and the Gureak Group
In 1960 the Atzegi Association, promoted by the family members of people with disabilities,
was established to create stable employment among people with disabilities. In 1975 having
created 300 jobs distributed between two production centers, Atzegi decided to create a
business structure in collaboration with: the Atzegi Association itself (with a 32.19% of the
capital), a local finance entity (19.15% of the capital), two levels of public, province and local
administrations, (both with a 23.63% of the capital), the ONCE Foundation (19.88% of the
capital) and workers (4.15 % of the capital). The end result was a business group, which legally
is a non-for-profit Limited Liability Corporation.
Furthermore, the Gureak group has a stable and permanent collaboration agreement for the
provision of services with 30 big and medium size businesses that operate in the Basque
Country.
2 The Law 137 of 1982 in its 42nd article recognized the special employment centers as businnesses that have an objective to do a productive
work regularly participating in the market operations. The final objective of these centers is to reassure the paid employment and the
provision of personal and soical services that their employees with disabilities may require. The staff must be made up of at least 70% of
people who have a minimum of 33% reduction in their capacity to work.
11. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 11
Collaboration Requirements: Business activities
At the beginning there was the industrial subcontracting in the plastic sector of automotive,
electronics and injection. Nowadays, these economic activities are located in five businesses
of this group giving a total of 20 production centers that employ 2,000 people. This group of
businesses makes up what Gureak calls its industrial division, which has five technological
areas and their corresponding technical departments I+D+i. As they stated it “This allows us
to perform our duties within very high competitive sectors such as the auxiliary automotive
industry, renewable industries, industrial lifting, etc”. Starting in the nineties in the XX
century they started business in the services sector. Currently, it has business in direct and
promotional marketing with more than 700 workers spread among 16 employment centers
that in 2010 processed more than 127 million postal deposits. As it is mentioned in their
webpage: “A business that counts with the most stringent endorsements in quality and what
is even more important, our client’s trust”. At the present time, Gureak Services is made of
12 businesses starting from industrial cleaning and landscaping to hospitality, gestation
stations, vending or industrial laundry that employ close to 1,500 workers. As it is also stated
in their webpage: “through this diversification we have created synergies inside the Group
that have allowed us to offer integral solutions to our clients”.
The creation of employment is the result of Atzegui fulfilling its mission, and attaining its
vision and by working through its strategy.
In 2011 the Gureak Group facilitated employment for 4,286 people distributed as follows:
1.614 (37.66%) people with intellectual disabilities
695 (16.22%) people with mental health illnesses
990 (23.10%) people with physical disabilities
256 (5.97%) people with sensory disabilities and
731 (17.05%) people with no disabilities
These jobs were geographically spread throughout Gipuzkoa, Álava and Navarra (areas located
in the north of Spain).
Source: Information obtained from The Gureak Group and the websites:
www.grupogureak.com, www.fundosa.es, www.fundaciones.es, www.once.es,
www.kutxa.net.
12. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 12
IV. Employment development, the engine of cooperation
Some of the forms of cooperation that are laid out in this paper are:
Continuous, formalized and structured dialogue between businesses and the CSOs
Contractual agreements for the provision of services
Coproduction agreements
The creation of new structures horizontally co-governed by the business and the CSOs
Each one of these collaboration options reflects different levels of commitments between
organizations that cooperate. The higher the level of congruency of objectives held by
collaborating organizations, and the higher the level of complements between resources of
both parties, will result in a more intense level of cooperation and formalization of the
collaboration. The maximum expression of the collaboration occurs when the parties opt to
create a new organization where the partners are members of the new enterprise. However,
when we are talking about cooperation we should not always think of creating a new
organization where the collaboration takes place. Agreements are also an important
manifestation that shows a desire to collaborate.
From its establishment, the CSO Atzegi Association had very clear idea of its target functions
was the creation of stable and quality employment for people with disabilities. In the first
phase, between 1970 and 1975 the association at Atzegi worked by itself to reach its primary
objective. However, the strategy of acting on its own requires abundant resources. The
resources that this association had available were scarce, not allowing it to expand on its own.
As a consequence of this important limitation, in 1975 the Atzegi Association opted to create a
strategic alliance with other organizations, both private non-profit and public that would
contribute with the financial capital and business; such contributions enable the development
of employment among people with disabilities. The combination of different forms of
cooperation resulted in the Gureak Group. From that combination we will describe three
forms of cooperation.
1. The creation of a new business structure with a multi-stakeholder government
2. Permanent collaboration agreements with the different levels of public
administration that have responsibilities in managing public services towards
people with a recognized disability
13. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 13
3. Stable collaboration agreements with business corporations that Gureak provide
services.
Starting in 1975 gradually the CSO Atzegui chose to create a new structure, horizontally co-
governed in collaboration with public administrations, corporate foundations and workers, all
of which make up the Gureak Group. The formal result is a non-for-profit limited liability
corporation whose main stakeholder is the CSO Atzegui.
What is the objective of being a non-for- profit organization? The capitalization of a new
business structure, as Alkorta (2012) states it , the Counsel Administration president, is “the
profit gained that goes to the reserves is the capitalization mechanism that the Gureak Group
has available”. In 2011 Gureak Group had available 83,940 thousands € in its own resources, a
7% increase from 2010.
Who are the Gureak Group Stakeholders? Powell (1987) affirms that Gureak Group would be a
hybrid organization whose social capital was distributed among the following shareholders:
CSO Atzegi is the major shareholder with a third of the social capital and also the lead
promoter of the Gureak Group creation in 1975
Floral Deputation of Gipuzkoa owns 20.12% of Gureak Group’s social capital. The
Deputation is a territorial level of public administration with competence in the field of
social insertion employment, for people with recognized disabilities in the Gipuzkoa
province
Donostia Town Hall- San Sebastián, also a public administration that owns 4.5% of
Gureak Group’s social capital
Fundosa Group General Partership3
, which is included as a shareholder of the Gureak
Group in 1995 and in 2011 owned 19.88% of the social capital
Kutxa Foundation owns 19.15% of the Gureak Group’s social capital and is the
managing agent of the relations with the community of a financial entity which
principal base of business is found in the Basque country
Workers: some of the Gureak Group workers are shareholders. This group owns
4.15% of its social capital
3 Fundosa Group LLC is the business division created by the ONCE Foundation in 1989 with the objective of generating stable employment for
people with disabilities. In 1988 The ONCE foundation was establish to Cooperate and Integrate People with Disabilities. ONCE was
established by the Once General Counsel and its objective was to be a cooperation and solidarity instrument for the blind in Spain towards
other people with disabilities. The main source of founding for the ONCE Foundation for each fiscal year derives from the 3% of the net income
of the lotto sells managed by ONCE. ONCE is a non-profit corporation whose mission is to better the quality of life of the blind or vision
impaired in Spain. The Spanish government is the exclusive supervisor through the ONCE’s Protector Counsel constituted by The minister of
Public Health, Social policy and equality, work and immigration, Finance and Economy, Interior as well a broad representation of ONCE. To
find more information visit the webpage: www.fundaciononce and www.once.es
14. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 14
Legally, the Gureak Group is an association of capital. This signifies that the assembly and the
regent counsel, both political decision making bodies of the organization, make the decisions
based on the votes that are proportional to the capital that each one of the shareholders
owns.
Alkorta (2012) distinguishes three key phases in the business growth of the Gureak Group, all
related to the development of cooperation agreements.
1975-1982
In 1975 the CSO Atzegui and the Savings Bank Kutxa developed a business structure that took
the name, Gureak Group LLC. The Savings Bank Kutxa participates with 20% of the social
capital in the new merchant society without taking on any commitment in relation to expenses
or the implication of results.
The first strategic decisions of the founders were the following
a. Hire local directors, as main executives to promote Gureak, who were not directly
affected by disability, meaning, business leaders who do not have relatives with
disabilities
b. Choose professional management with growing autonomy for the directive team
c. Have the business management culture ”normalized”
d. Create employment for people with disabilities, preferably for those who live in the
area of the Gipuzcoa province.
From the beginning, the search for self-finance becomes an essential motivator of the duties of
the Gureak directors.
Stable agreement of collaboration with the Savings Bank Kutxa
The Savings Bank Kutxa became a stable client of Gureak. The social department of Kutxa4
hires Gureak’s services to act as an intermediary for labor actions for all types of people with
disabilities and risks of exclusion. As time went by, the good performance of Gureak facilitated
its recognition as a specialized supplier of specific services, by the remaining financial entities.
4 Saving banks are non-for profit entities where the portion of benefits not reinvested in the financial business are given to philanthropic
corporations, which the law calls “social work”.
15. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 15
1982-1992
In Spain, between the time of 1982 and 1986, what are known as autonomous5
communities
were established. These autonomous communities are territorial governments that take on
growing responsibilities for the provision of social services.
In the beginning of the 1980’s, the construction of the welfare state in Spain becomes realizes,
which is shown in an increase in revenues and public spending that has as a result that the
public administration will take on a public commitment with people with a recognized6
disability. One of the results of taking on public responsibility towards people with disabilities
was the signing of an annual collaboration agreement with the social service department of
the Gipuzcoa Provincial Deputation. During this period of time, the representatives of the
deputation government and the autonomous government of the Basque country came to be
part of the administration counsel of the Gureak Group without contributing any capital. In
this first phase of institutional participation, the counsel representing the public institutions
could be considered stakeholders with a voice and a vote in the administration counsel of
Gureak. However, there has been no contribution of capital on their part.
The annual collaboration agreement with the social service department of the Gipuzcoa
Provincial Deputation establishes in a mutually agreeable manner the growth of target centers
and their financing. Gureak Group then commits to the creation of employment opportunities
between people with recognized disabilities in an equal way in the whole area. An indication of
this objective is that a person should not travel more than 20 kilometers from their home to
their place of work.
This collaboration agreement, which is still in force in 2012, incorporated two major
innovations of different types. These are:
Social innovation - in an agreed manner Gureak Group commits to creating
employment for other people with difficulties in becoming part of the labor force, such
as people who suffer from any type of mental illness. Up until that point the Gureak
Group had exclusively focused on the employment creation among people with mental
disabilities.
Organizational innovation – the Gipuzcoa Deputation gave autonomy to Gureak for the
management of a service that was from 1982 a public responsibility; they are goal
orientated. This form of stable and goal-orientated collaboration of public
5 In Spain the development of the welfare state model initiated in the eighties in the 20th century.
6 Law 13 of April 7, 1982 of handicapped social integration, BOE nº 103, April 3, 1982.
16. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 16
administration enables Gureak directors to evolve their business model and
experiment with new social insertion types in relation to the work force.
1992 until Present
In 1992 the Gureak Group organizes a capital expansion, which allows that the Provincial
Deputation of Gipuzcoa, Donostia City Counsel (San Sebastian) and Fundosa all become new
shareholders. This capital expansion causes CSO Atzegi to lose a percentage of its ownership,
but Alkorta (2012) states that Atzegi “…maintains its profile of main shareholders and all its
influence in the administration counsel”. From a business point of view this capital expansion
implies an important injection of capital that facilitates the financing of a new ambitious
investment plan which allows them to increase the production capacities.
Collaboration Agreements for the Provision of Services to Business Corporations
Through time the Gureak Group also builds other forms of collaboration with businesses
preferably of the small and medium sizes, in the areas of Gipuzkoa, Álava and Navarra. Again
this collaboration is also based on specific reasons. In Spain the Law 13 of 1982 forces private
businesses with 50 or more employees to reserve two percent of jobs for people with
disabilities and public entities to reserve five percent. This law allows for alternatives, which
are: a) donations or promoting actions to foundations of entities of public utility whose
objective is the formation or labor insertion of people with disabilities b) acquisition contracts
of products or services to special centers of employment. The production centers that make up
the Gureak Group are special employment centers. The Gureak Group facilitates that the
business corporation meet its legal obligation through the hiring of the professional services
for a market price. It was never in doubt that the main merit of the Gureak Group is to have
met its target objective (more than 4,000 people employed in 2011). It must be stated that
another merit of the Gureak Group is to have made it possible for the creation of cost-effective
and specialized inputs of services that have made it cheaper for business to fulfill the law. The
Gureak Group also facilitates the competitiveness of its clients while offering a competitive
service in price and quality (Gureak is integrated into the customer value chain).
17. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 17
V. Creating Trust
A prerequisite to dialogue, and a stable agreement to work together signifies that both, the
CSO and business, separately and toghether have accumulated trust capital, meaning that the
businesses trust the CSO and vice versa. The geographic area where the Gureak Group
operates is small, where a volume of people with disabilities that work is more than 1 per 100
of the active population. The citizens have developed a strong culture of influence in the
community. The behavior of the community influences the way in which the businesses in the
area operate. However, it is important to state that those external factors, the small
geographic location and the strong sense of belonging among citizens in the community, are
positive factors but not sufficient to explain the complex relations that the Gureak Group has
been able to make in the network among the businesses throughout its history.
What have been the important reasons that can explain this cooperation? Since the
establishment of Gureak Group, there are three key elements, including primary function,
vision and strategy. Perhaps in a theoretical framework, the primary function of social
integration for people with disabilities could be shared with other businesses that also practice
such integration. However, the vision of the Atzegi CSO has been that the Gureak Group would
be a transitional business for disabled employees. To meet this vision a key factor in the
Gureak Group strategy is that it needs to have relations with businesses and mimic the
practices of those businesses. Such practices include the delivery of a good product, good
service, and the fulfillment of agreements in form and time. Ultimately, the Gureak Group
from the beginning had to commit so that all their action would be professional and that its
legal orientation in the market would preferably be in the private sector. It is important to
emphasize that legally the Gureak Group is a corporation and that the businesses that are part
of this group are Limited Liability Corporations (LLC) and the only shareholder is Gureak. From
this statement it is important to remark that Gureak uses the legal commercial forms used in
the business world as a tool to communicate that the LLC that make up the Gureak Group are
a business. The use of the legal commercial forms is not exclusive to the case of Gureak in
Spain and it is infrequent among organizations whose objective is integration.
Gureak’s professionalism in their businesses and their private market orientation are two
characteristics that have allowed other businesses to endorse Gureak as a business group that
is respected and highly valued for business reasons. Other businesses think that Gureak does
things well, and ultimately, those businesses trust Gureak. The trust that third parties deposit
in a CSO should be regarded as a very important asset that is part of the organization’s capital.
18. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 18
If Atzegui was able to create the Gureak Group as a strategic alliance, it was because
previously between 1960 and 1975, Atzegui had been accumulating trust capital. For Pérez
(2005) trust capital is the nucleus to social capital, which in this case was accumulated by
Atzegui and later on by Gureak among its partners or interest groups.
Social capital and trust capital are two concepts that the economists have overlooked. To be
able to give the concept of social capital its value from an active business view, the traditional
economic analysis needs to be modified. As it is stated by Pérez (2005) too often the economic
theory analyzes the organizations whether private, lucrative, non-profit, public, as an
individual agent. However working in a network, cooperating requires that we go from this
individual analysis to an analysis that includes mutual influence among the different agents
that cooperate together and the relations of reciprocity. Besides this, the uncertainty effect in
the economic decisions and in social relations need to be taken into consideration, as well as
the effect of informational asymmetry among the different agents that cooperate with each
other.
Within the context of working in a network between the CSO and the business corporation,
what should be understood as social capital? It is the development of trusting relations and
cooperation. Such trusting relations and cooperation should be considered as an intangible
asset (Williamson, 1993). The trust in a specific organization from other agents could be
defined as the total time that the other interest groups do not spend in verifying the actions of
the organization. The strong development of the CSO in providing general interest services
reflects the trust that the CSO has been carving out among the business corporations and the
public administration. To be able to gain that trust, the CSO must have been professional and
transparent. If the business corporation trusts the CSO in its work, this signifies that the
corporation thinks that through its association it can gain profits.
VI. The Role of Business in Governance
The advantages of the option to cooperate have been discussed and its been stated that those
advantages could give a CSO instruments to achieve their objective faster. Now is the moment
to analyze the possible risks that could fall onto the CSO member of the strategic alliance, as a
consequence of having chosen the option to cooperate. The classic literature, which analyzes
performance of the strategic alliances among businesses, distinguishes two types of main risks,
fiduciary risk and environmental risk. The fiduciary risk refers to the possible non-fulfillment of
19. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 19
expectations of a partner or to the possibility that the internal information of another business
member of the network will be released. The environmental risk encompasses three
dimensions: i) politics, with the risk of losing property ii) cultural, in two aspects, different kind
of culture and different level of risk between the members, iii) technology, relative to the
expropriation and disclosure of technological knowledge.
In this chapter the analysis of the cooperation between the CSO and business corporations has
been fundamentally done based on those two cases.
Shaki Project, collaboration between Hindustan Unilever Limited and other local CSOs
based on the coproduction of goods and services provided to the communities in the
rural areas of India
Gureak Group, collaboration between the CSO, other public administrations, and
business foundations. This collaboration materializes in the formation of a business
group whose mission is to create employment among people with disabilities of a
working age and that are also inhabitants of Gipuzcoa Province
The CSO develops a very different role in each one of these cooperations
In the Shaki Project the business corporation leads in the action of cooperation; the CSOs share
objectives and provide complementary resources.
In the case of Gureak, the CSO is the mother of the new business developed and its name is
Gureak Group. The CSO Atzegi leads the cooperation project. The other partners, public
administrations, corporate and third-sector foundations, and business corporations are aligned
with the target function of creating employment for people with disabilities and providing
resources in the form of capital and service contracts.
In the case that the cooperation works, such as the case of Gureak, a type of environmental
risk would be the loss of property. Then the question that arises is, what is the probability that
another shareholder of the Gureak business group will buy the shares of the CSO at Atzegi? As
it has been stated in the introduction of this chapter, non-profit businesses exist in our market
economy not only because of altruistic and historical reasons, but also because being so gives
them comparative advantages in relation to the public sector, and in relation to the business
corporation in reference to the provision of services of a social nature. All this means that in
this game of complementarities there are three agents that are essential for the functioning of
Gureak Group as an instrument of a employment generator. As it was aforementioned, the
20. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 20
cooperation is an instrument that facilitates the achievement of the primary function in a
faster and more efficient way than the option to work alone. It is necessary to restate that
Atzegi started its work in 1960 taking on the commitment of providing all types of services that
a person with disabilities may need in his/her lifespan; one of these services is employment.
During the time of 1960 and 1975 Atzegi had created 300 jobs, but in 1975 it opted for indirect
management. The Gureak Group constitutes a cooperation with other agents and it
specializes in providing different employment services that a person with disabilities may
request. From that moment on Atzegi continues to provide care services that a person with
disabilities demands such as residential, educational, mobility and leisure, and above all, Atzegi
is the political actor in defense of the people with disabilities’ interest in the territory they
influence, Gipuzcoa (Atzegi, 2012). Until March of 2012, 1,965 family members, 2,775 people
that donated money and 9,073 volunteers, encompassed the associative base of Atzegi.
(www.atzegi.org). The sum of these three collectives gives a total of 13,813 families. Atzegi is a
very important institution in the defense of the interest of people with disabilities in the
territory where they are influential. During the current situation of financial crises, due to the
sovereign debt of the public institutions, Atzegi is not worried that other shareholders will buy
its shares in the Gureak capital; however, on the contrary, its directors are more concerned for
the future ownership of other shareholders in the Gureak group of shareholders.
Another case, not related to the strategic alliances, is the function of the administration
counsel in a highly professional business group as it is Gureak. There is plenty of normative
literature about corporate governance and specifically about the role of the board. There are
two main theories, the Agency Theory and the Theory of Administration or partner model. The
Agency Theory is considered as the leading model; this theory states that the board’s main
function is to control decisions that the group of directors makes (Leys, Opstal van, and
Gijselinckx, 2009 for the case of agrarian cooperatives). The Administration Theory or
partner’s model supposes that executives and shareholders establish collaborative relations.
The role of the counsel is not to control the directors, but on the contrary, the members of the
counsel should develop proposals and help the directors achieve excellent performance as an
organization. In Cornforth and Edwards (1999) and Cornforth (2004), a third model is
mentioned, a model that is too frequently mentioned in the Spanish current situation, a model
of “affixing signatures”. A functional analysis of the boards shows that the three theoretical
perspectives live within the management of the organization’s governance. (CIES, 2010 for the
case of consumer cooperatives in Spain). In Gureak, its shareholders have opted to appoint as
the president of the administrative counsel the person who for more than 30 years performed
21. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 21
as the general director. This practice helps to reduce asymmetrical information between the
board and the group of directors. This practice allows the board to easier perform its own
duties regarding the agency theoretical perspective, and to also collaborate with the current
group of directors.
VII. Conclusion
Too often business corporations and CSOs work in silos. Frequently the analysis that connects
businesses and CSOs is limited to the donations of time and money that businesses can give to
a CSO through its politics of community relations. The studies related to CSOs are becoming
more popular among the academic community, but they lack sufficient empirical and
theoretical analysis that is focused on the different expressions of partnerships between the
CSO and business. Presumably with more frequency in the future those analyses will focus on
a) verification of the existence of the cooperation b) the different forms that such a
cooperation takes. The use of network research among businesses could be the first tool to
help those economists that are interested in the study of CSO to better understand the
economic and financial efficiency and sustainability in these non-profit organizations; all this in
an economy dominated by business corporations. The assumption holds that the practices of
organizations in the third sector cannot be seen as isolated practices. The growing strength of
the entities from the third sector rests in their capacity to build relations and coordinate with
private businesses and public administrations.
The theoretical perspective that has been used in this chapter is based on the assumption that
the development of the strategic alliances between CSOs and business corporations, and
ultimately the collaboration among different agents that pursue different objectives, is the
result of the division between work and specialization. From the economic analysis it is
assumed that if the CSOs and business corporations in a given geographic area and time
collaborate it is because each one of these actors hopes that such collaboration will facilitate
better transmission of information and better allocation of available resources. As a result they
will be able to better meet their own action plans. This is the result of a positive collaborative
game where the interdependence of its parts invites them to use the cooperation as a
instrument to better achieve the primary function.
Prior to opting for cooperation, each member of the network should have its own action plan
or strategy, and must be convinced that the cooperation could be a useful instrument for the
22. T h e R o l e o f B u s i n e s s i n C i v i l S o c i e t y G o v e r n a n c e 22
achievement of their plan of action in that particular arena. A key element is the selection of
partners. A strategic alliance among different players includes ingredients such as credibility,
reputation and mutual trust. Since it is impossible to foresee all the contingencies that could
affect their relations while the cooperation is active, and even after when such collaboration
has ended, these ingredients are necessary.
Cooperation does not mean the elimination of the conflict interest between the two groups;
however, if it is assumed that at the moment at which one of the two parties voluntarily opts
to cooperate, both parties know of the existence of the differences in terms of interest, needs,
and limitations. Regardless of these differences, they express their willingness to work in
coordination based on a formalized and continuous dialogue that stems from the cooperation.
There is also a need to remark that for a cooperation to thrive, each interest group should
recognize the value and importance of the contribution that each will make to be able to
achieve the desired results and to know what is the place and function of each member in such
cooperation.
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Bibliography from the Web
Fundación ONCE:
www.fundaciononce.es
Fundosa: www.fundosa.es
Grupo Gureak :
www.grupogureak.com
Kutxa: www.kutxa.net
ONCE: www.once.es