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ECO-SOC INFO, VOLUME 8, NUMÉRO 10, OCTOBRE 2013

Pour le format PDF, cliquer ici!

TABLE DES MATIÈRES

ARTICLES ET MONOGRAPHIES

Periodic articles and publications / Artículos y publicaciónes

Gouvernance et intÉrÊt GÉnÉral

Governance and general interest / Gobernanza y interés general

Diversity perspectives and minority nonprofit board member inclusion

New Public Governance, the Third Sector, and Co-Production (Book)

An Analysis of the Social Meanings of Conflict in Nonprofit Organizations

Revisiting Collaborations Between Nonprofits and Businesses: An NPO-Centric View and Typology

Collaboration of Nonprofit Organizations with Local Government for Immigrant Language Acquisition

MODES DE DÉVELOPPEMENT ET DE Financement

Modes of development and financing / Modos de desarollo y de financiamiento

Financial Sustainability and Outreach of Microfinance Institutions in Ethiopia: Does Organizational Form Matter?

Introduction à la finance solidaire (Livre)

ÉVALUATION

Evaluation methods / Métodos de evaluación

The Contributions of Behavioural Economics to Understanding and Advancing the Sustainability of Worker Cooperatives

Measuring performance in the third sector

Gestion

Management / Gestión

The Use of Incentives in Nonprofit Organizations

Leadership Style in Relation to Organizational Change and Organizational Creativity: Perceptions from Nonprofit Organizational Members

Rebranding in brand-oriented organisations: Exploring tensions in the nonprofit sector

Competition or collaboration? The effect of non-profit brand image on volunteer recruitment strategy

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

Restructured Agricultural Cooperative Marketing System in Uganda: A Study of the 'Tripartite Cooperative Model'

Competition Rules and the Cooperative Firm

Innovation sociale

Social innovation / Innovación social

Societies of Social Innovation: Voices and Arguments (Book)

CONCEPTS ET DÉFINITIONS

Concepts and definitions / Conceptos y definiciones

Value as a Self-Sustaining Mechanism: Why Some Nonprofit Organizations Are Different From and Similar to Private and Public Organizations

Agricultural Cooperatives

Social enterprise models: creating the fortune at the base of the pyramid

Autres

Other / Otros

Socioéconomie et démocratie: l'actualité de Karl Polanyi

NUMÉROS SPÉCIAUX

Special Issues / Ediciones especiales

Performance in the third sector

APPELS À COMMUNICATIONS

Calls for papers/ Convocatorias de artículos

ÉVÉNEMENTS À VENIR

Events / Eventos


ARTICLES ET MONOGRAPHIES

Periodic articles and publications / Artículos y publicaciónes


Gouvernance et intÉrÊt GÉnÉral

Governance and general interest / Gobernanza y interés general


Diversity perspectives and minority nonprofit board member inclusion

Ruth Sessler Bernstein and  Diana Bilimoria. Equality, Diversity and Inclusion: An International Journal, volume 32, issue 7, pages 636-653, September 2013.

http://www.ingentaconnect.com/content/

mcb/edi/2013/00000032/00000007/art00001

Abstract excerpted from the URL cited above: Using survey data of nonprofit board members from racial/ethnic minority groups, the purpose of this paper is to investigate how the three work group perspectives toward diversity theorized by Ely and Thomas (2001) ‐ discrimination-and-fairness (P1), access-and-legitimacy (P2), and integration-and-learning (P3) ‐ are associated with minority group members' inclusion experiences. The paper investigates how an organization's motivations for board diversity, as perceived by racial/ethnic minority board members, drive various organizational- and board-level practices and behaviors, and ultimately impact their experience of inclusion. The paper uses two different operationalizations of the diversity perspectives to assess their impact on minority board members' inclusion experiences. The hypothesized model was tested using partial least squares analyses on the responses of 403 racial/ethnic minority nonprofit board members. Regardless of the measure used, racial/ethnic minority board members experienced increased feelings of inclusion as the perceived operating perspective for board diversity changed from P1 to P2 to P3, while concurrently the mediating factors influencing inclusion experiences changed in significance. Findings support the importance of the integration-and-learning perspective for the experience of inclusion by racial/ethnic minority board members. Findings indicate that organizations that employ an integration-and-learning approach to diversity and focus on encouraging their majority group members to engage in inclusive behaviors, rather than on policies and procedures, will engender the racial/ethnic minorities' experience of inclusion. The paper quantitatively investigated how three organizational diversity paradigms are associated with the individual inclusion experiences of minority nonprofit board members.”

 

New Public Governance, the Third Sector, and Co-Production (Book)

Victor Pestoff, Taco Brandsen and Bram Verschuere. Routledge Edition, 423 pages, September 2013

http://www.amazon.com/Governance-Co-Production

-Routledge-Management-ebook/dp/B007M94Q7K/ref=sr

_1_9?s=books&ie=UTF8&qid=1381157075&sr=1-9&keywords=third+sector

Abstract excerpted from the URL cited above: In recent years public management research in a variety of disciplines has paid increasing attention to the role of citizens and the third sector in the provision of public services. Several of these efforts have employed the concept of co-production to better understand and explain this trend. This book aims to go further by systematizing the growing body of academic papers and reports that focus on various aspects of co-production and its potential contribution to new public governance. It has an interdisciplinary focus that makes a unique contribution to the body of knowledge in this field, at the cross-roads of a number of disciplines - including business administration, policy studies, political science, public management, sociology, third sector studies, etc. The unique presentation of them together in this volume both allows for comparing and contrasting these different perspectives and for potential theoretical collaboration and development. More particularly, this volume addresses the following concerns: What is the nature of co-production and what challenges does it face? How can we conceptualize the concept of co-production? How does co-production works in practice? How does co-production unfold in reality? What can be the effects of co-production? And more specific, firstly, how can co-production contribute to service quality and service management in public services, and secondly, what is the input of co-production on growing citizen involvement and development of participative democracy?”


An Analysis of the Social Meanings of Conflict in Nonprofit Organizations

Elisabeth Naima Mikkelsen. Nonprofit and Voluntary Sector Quarterly, volume 42, issue 5, pages 923-941, October 2013.

http://nvs.sagepub.com/cgi/content/abstract/42/5/923

Abstract excerpted from the URL cited above:This ethnographic study illustrates how staff and management’s sensemaking in conflict in a clerical unit in a Scandinavian nonprofit organization is shaped by institutionalized meanings. Staff and management draw on three institutionalized frameworks when making sense of conflict: The defective personality framework, the diversity framework, and the status inequality framework. Similarly to the organization’s practice of framing “conflicts” as “frictions,” the diversity framework is guided by organizational ideology of egalitarianism and similar to the defective personality framework it emphasises nonconfrontation as a main strategy in processes of conflict management. Despite the organization’s strong commitment to egalitarianism, the clerical workers view status inequality as the origin of many conflicts and they thereby draw from the same institutionalized meanings of political economy of distributional conflicts that the organization was founded to change. Implications for theory and practice are discussed.”

 

Revisiting Collaborations Between Nonprofits and Businesses: An NPO-Centric View and Typology

Ruth S. Schiller and Michal Almog-Bar.  Nonprofit and Voluntary Sector Quarterly, volume 42, issue 5, pages 942-962, October 2013.

http://nvs.sagepub.com/cgi/content/abstract/42/5/942

Abstract excerpted from the URL cited above:This Collaborations between nonprofits and businesses (CBNB) are a developing field of action. Much of the research deals with the business’s perspective. Usage of third sector and nonprofit management methods is a relatively new field of research. This article presents a qualitative case study of three year collaboration between a nonprofit organization (NPO) and a pharmaceutical company that focuses on the NPO’s unique perceptions and points of view about the partnership. The findings reveal that the most crucial element affecting the success or failure of a collaboration is the added value that the business partner brings to the relationship. Furthermore, power relations suggest that weak positioning might benefit the NPO. We introduce the Fields of Action Typology of collaborations between nonprofits and businesses that adds a content layer to current classifications of CBNB and is helpful for defining and examining the benefits NPOs can derive from CBNB.”


Collaboration of Nonprofit Organizations with Local Government for Immigrant Language Acquisition

Catherine E. Wilson. Nonprofit and Voluntary Sector Quarterly, volume 42, issue 5, pages 963-984, October 2013.

http://nvs.sagepub.com/cgi/content/abstract/42/5/963

Abstract excerpted from the URL cited above:This article maintains that local government and nonprofit organizations are key collaborative agents in the delivery of language access services in the City of Philadelphia. Based on research conducted from February 2009 through September 2010, this article utilizes personal interviews, document analyses, and other data to situate the shared responsibility forged between the public and nonprofit sectors in the realm of language access. Local government relies on a range of nonprofit networks for both public support and community outreach in immigrant neighborhoods. Nonprofits, on the other hand, rely on the welcoming political climate that protocols and municipal directives provide for immigrants at the local level. As Philadelphia touts itself as a reemerging destination for immigrants, this article highlights the prominent role that nonprofit organizations play in the work of immigrant accompaniment by ensuring equal access to city services, regardless of linguistic ability.”

MODES DE DÉVELOPPEMENT ET DE Financement

Modes of development and financing / Modos de desarollo y de financiamiento


Financial Sustainability and Outreach of Microfinance Institutions in Ethiopia: Does Organizational Form Matter?

Gashaw Tadesse Abate, Carlo Borzaga and Kindie Getnet. Euricse Working Paper No. 56 | 13, July 2013.

http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2288627

Abstract excerpted from the URL cited above: Growing commercialization and competition in microfinance drives the focus of micro lenders from outreach per se to achieving financial sustainability in serving the poor. Such a goal can conflict with the traditional social mission of microfinance – outreach to the poor. In places where credit markets are inefficient, attaining financial sustainability while serving the poor depends largely on the ability of lenders to overcome the costs of market contracts and constraints. Such ability of cost containment often varies by lending terms and organizational forms. Using disaggregated data of microfinance providers in Ethiopia, we compared financial cooperatives and specialized or non-bank microfinance institutions on their outreach, financial performance and ability to achieve financial self-sufficiency together with outreach to the poor. The results show that nonbank microfinance providers perform relatively well in terms of breadth and depth of outreach, but face higher cost, which creates tension between outreach and financial sustainability. In contrast, there exists a positive complementarity between outreach and financial viability for financial cooperatives. On average, financially self-sufficient cooperatives lend small size loans and serve larger proportions of women borrowers, implying a greater depth of outreach together with achieving financial sustainability.”


Introduction à la finance solidaire (Livre)

Amélie Artis. Presse Universitaires de Grenoble, collection Économie, 110 pages, septembre 2013.

http://www.pug.fr/produit/1117/9782706118296/

Introduction%20a%20la%20finance%20solidaire

Résumé issu du l’URL ci-haut: « À l’heure où l’économie sociale et solidaire semble être une alternative à la morosité générale, ce livre propose une analyse globale des mutations dans le système économique et financier moderne pour comprendre l’émergence et la durabilité de la finance solidaire. Il offre une large description, richement documentée, d’expériences de finance solidaire dans les pays du Nord comme du Sud, mettant en perspective les formes organisationnelles prises par les acteurs. Quels enjeux, quels mécanismes animent cette nouvelle réalité économique ? Qui en sont les acteurs, les fonctionnements ? Quelle en est la pérennité ? Quels en sont les impacts, les apports, les limites et les potentialités ? C’est à ces questions que répond cet ouvrage clair et argumenté, rédigé par une spécialiste de la question.»

ÉVALUATION

Evaluation methods / Métodos de evaluación

 

The Contributions of Behavioural Economics to Understanding and Advancing the Sustainability of Worker Cooperatives

Avner Ben-Ner and Matthew Ellman. Journal of Entrepreneurial and Organizational Diversity, volume 2, issue 1, pages 75-100, August 2013.

http://papers.ssrn.com/sol3/papers.

cfm?abstract_id=2312362

Abstract excerpted from the URL cited above:We characterize how just-selfish workers are incompatible with long-run success in workers’ cooperatives. Emphasizing mutual monitoring as key to cooperatives’ organization design to combat “shirking” we discuss what possible mixes of behavioral types in the membership of a cooperative are compatible with sustainable success. Sustainability depends on social preferences and cooperative norms that are compatible with low levels of shirking and high levels of mutual monitoring. When worker types are partly unobservable, cooperatives must be more attractive to the types of workers they value most as members. We describe measures that enhance cooperative forms and measures that mitigate adverse selection.”


Measuring performance in the third sector

Carolyn Cordery and Rowena Sinclair. Qualitative Research in Accounting & Management, volume 10, issue 3, pages 196-212, January 2013.

http://www.ingentaconnect.com/content/mcb

/qram/2013/00000010/F0020003/art00001

Abstract excerpted from the URL cited above: “The purpose of this paper is to set the scene for this special issue by synthesising the vast array of literature on performance measurement to examine what constitutes performance measurement, and why it is important for the third sector. It also analyses key issues of performance measurement and introduces the papers that comprise this special issue of Qualitative Research in Accounting & Management. This paper takes the form of a literature review. The authors draw on extensive research on performance measurement from a diverse range of disciplines to identify and explore key definitions, opportunities and challenges with performance measurement in the third sector. Economic/financial efficiency approaches, programme theories, strategic and participatory approaches all present opportunities and challenges when measuring performance in the third sector. The papers in this special issue demonstrate the manner in which different organisations have dealt with these. This special issue of Qualitative Research in Accounting & Management aims to stimulate qualitative research into performance measurement frameworks within the third sector both inside organisations and to their external stakeholders (supporters, clients and the general public). Those charged with governance and management in the third sector organisations (TSOs) will seek to use appropriate approaches to measuring and managing performance in order to learn and to discharge accountability. The different aspects of performance measurement will also be of interest to funders, donors, and those who seek accountability from TSOs. The categorisations of methods and approaches to performance measurement should guide researchers and practitioners alike. A future research programme is also derived.”


Gestion

Management / Gestión


The Use of Incentives in Nonprofit Organizations

Gerhard Speckbacher. Nonprofit and Voluntary Sector Quarterly, volume 42, issue 5, pages 1006-1025, October 2013.

http://nvs.sagepub.com/cgi/content/abstract/42/5/1006

Abstract excerpted from the URL cited above: “This article combines research on incentives with nonprofit organization theories to derive three “nonprofit characteristics” that influence the use and effectiveness of incentive mechanisms in nonprofit organizations: the lack of undistorted contractible measures for the organization’s overall performance, the relevance of identified employee motivation and the social relationships between the organization and its stakeholders. Building on research from social psychology, the article argues for a more deliberate use of implicit (i.e., not contractually defined) incentives rather than a shift toward the increased use of performance contracts. Because implicit incentives are often subtle (without the need of formal justification to others) and emergent rather than planned, managers are frequently not aware of these mechanisms, and their deliberate use creates a major challenge.”


Leadership Style in Relation to Organizational Change and Organizational Creativity: Perceptions from Nonprofit Organizational Members

Stephanie Lutz Allen, Joseph E. Smith and Nancy Da Silva.  Nonprofit Management and Leadership, volume 24, issue 1, pages 23-42, Autumn 2013.

http://onlinelibrary.wiley.com/doi/10.1002/nml.21078/abstract

Abstract excerpted from the URL cited above: As the environment within which organizations act continues to change and becomes increasingly competitive, maintaining an organizational climate that supports change and encourages creativity is a key objective for organizational leaders. This article examines the relationship between leadership style (transformational, transactional, laissez-faire) and members' perceptions of the psychological climate for organizational change readiness and psychological climate for organizational creativity. Results indicate that transformational leaders have a direct positive relationship with psychological climate for organizational change readiness and organizational creativity, while laissez-faire leaders have a negative relationship.


Rebranding in brand-oriented organisations: Exploring tensions in the nonprofit sector

Zoe Lee. Journal of Marketing Management, volume 29, issue 9-10, pages 1124-1142, July 2013.

http://www.ingentaconnect.com/content/routledg

/jmm/2013/00000029/F0020009/art00008

Abstract excerpted from the URL cited above: In a corporate rebranding process, changes to brand identity will involve a concurrent organisational adaptation likely to generate reactions from internal and external stakeholders. We explore this issue by identifying, describing and explaining the tensions involved in managing the process where organisations have to meet expectations from different stakeholders, as in nonprofit organisations. Based on in-depth interviews with managers and consultants, the research provides a view of the complexity of balancing and maintaining relationships with various stakeholders. Three key tensions are presented: in aligning image and identity, in stakeholder dialogue and access, and in balancing market requirements with organisational identity.”


Competition or collaboration? The effect of non-profit brand image on volunteer recruitment strategy

Melanie Randle, Friedrich Leisch and Sara Dolnicar. The Journal of Brand Management, volume 20, issue 8, pages 689-704, September 2013. 

http://www.ingentaconnect.com/content

/pal/bm/2013/00000020/00000008/art00005

Abstract excerpted from the URL cited above:With increasing numbers of non-profit organizations and higher demand for a wider range of social services, the need for volunteers has never been greater. There is general agreement that competition within the sector is increasing, and this has led to organizations placing greater emphasis on building strong brand images to differentiate themselves from competitors. However, there are also many instances where non-profits have successfully collaborated with each other to achieve efficiencies and meet objectives. The purpose of this exploratory study is to examine, which of these approaches – competition or collaboration – is more appropriate for the challenge of volunteer recruitment. We use data from an empirical study of 1415 Australians to investigate whether, based on perceived organizational brand images, volunteering organizations compete with each other for volunteers or are seen as complimentary. Results indicate that while consideration of organizations with certain brand images – especially the Heroes image – means that donation of time to other volunteering organizations is unlikely, other organizational brand images, such as that of being a local volunteering organization or one that provides support to people experiencing difficulty are likely to be compatible, opening up valuable opportunities for collaborative marketing for the purpose of volunteer recruitment.”


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

Basil P. Tucker and Lee D. Parker. Nonprofit Management and Leadership, volume 24, issue 1, pages 87–107, Autumn, 2013.

http://onlinelibrary.wiley.com/doi/10.1002/nml.21082/abstract

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


Restructured Agricultural Cooperative Marketing System in Uganda: A Study of the 'Tripartite Cooperative Model'

Nana Afranaa Kwapong, Euricse Working Paper No. 57 | 13, August 2013.

http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2312314##

Abstract excerpted from the URL cited above:The study focused on describing and analysing the integrated approach to agricultural cooperative marketing in Uganda: the tripartite cooperative model. It was found that structural changes and successful growth have been achieved within the agricultural cooperative marketing system. This model promoted complementarity of services by combining farmers’ access to financial services through Savings and Credit Cooperative Organisations (SACCOs), and marketing services through Rural Producer Organisations (RPOs) and Area Cooperative Enterprises (ACEs). Results of the study showed that the tripartite cooperative model focused on measures to promote financially autonomous and viable cooperatives, member participation and empowerment. The model has achieved success by linking farmers to profitable markets and granting them access to financial services. The model did, however, face challenges in the form of members no fully participating in cooperative activities and members side-selling.”


Competition Rules and the Cooperative Firm

Michele Grillo. Journal of Entrepreneurial and Organizational Diversity, volume 2, issue 1, pages 36-53, July 2013.

http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2292389

Abstract excerpted from the URL cited above: “This paper investigates whether and under what conditions the working of cooperative firms can be affected by competition law or market-enhancing regulations. The nature of collective benefits sought by different types of cooperative enterprises is analysed to show whether and how a tension may arise between the market mechanism and the mechanisms through which alternative collective benefits are attained by cooperative firms. On the whole, market-enhancing regulations have an ambiguous impact both on the working of cooperatives and on social efficiency. While benefitting society, a market enhancement reduces the scope for cooperative firms aiming at reducing the deadweight loss in imperfectly competitive markets. A similar conclusion holds if the cooperative firm aims at protecting an investment decision from a hold-up problem, provided that the market enhancement enlarges the set of outside options for the firm’s stakeholders. A market enlargement has a positive impact both on the working of cooperatives and on social efficiency when the aim of the cooperative firm is to prevent shirking in team production. In contrast, a negative impact ensues, with adverse consequences both for social efficiency and the cooperative firm, when the collective benefit sought by the latter is to overcome asymmetric information, as typically happens in the case of credit cooperatives.”


Innovation sociale

Social innovation / Innovación social


Societies of Social Innovation: Voices and Arguments (Book)

Ander Gurrutxaga Abad. Sussex Academic Press, 224 pages, October 2013.

http://www.amazon.com/Societies-Social-Innovation-Voices-Arguments/dp/1845195132/ref=sr_1_1?s=books&ie

=UTF8&qid=1381158043&sr=1-1&keywords=social+innovation

Abstract excerpted from the URL cited above: “Social innovation is a concept that is associated with a range of experiences, dimensions, and fields within the language of management and economics and in the social and productive uses of technology, and this study seeks to clarify the meanings and uses of social innovation in contemporary societies. The book looks at the historical view of social innovation and explains how advanced countries and societies construct innovative environments and conditions that can improve the future of society. It explores the significance of social innovation through civic organizations, public institutions, and social movements and its use in the reinvention of the ethics of capitalism.”

CONCEPTS ET DÉFINITIONS

Concepts and definitions / Conceptos y definiciones


Value as a Self-Sustaining Mechanism: Why Some Nonprofit Organizations Are Different From and Similar to Private and Public Organizations

Wenjue Lu Knutsen. Nonprofit and Voluntary Sector Quarterly volume 42, issue 5, pages 985-1005, October 2013.

http://nvs.sagepub.com/cgi/content/abstract/42/5/985

Abstract excerpted from the URL cited above:Empirical observations increasingly evidence that nonprofit organizations are becoming a less distinctive form of organization due to commercialization and the adoption of government practices. This fact challenges nonprofit theory development, which lags behind the development of practices in the field. This study examines one representative service nonprofit and asks how and why it is similar to and, simultaneously, different from private and public organizations. The purpose is to contribute to the debate on the assumption of nonprofit theory—should we study nonprofits as a distinct form of organization or perhaps as hybrids? The case study reveals that the case organization’s self-sustaining mechanism is based on value that generates many kinds of assistance at no cost. This mechanism, paired with a community base and a not-for-profit identity, formulates a distinct nonprofit model. However, due to the inadequacy of the value-based self-sustaining mechanism, the organization has to adopt business and government practices.”


Agricultural Cooperatives

Ermanno C. Tortia, Vladislav L. Valentinov and Constantine Iliopoulos. Journal of Entrepreneurial and Organizational Diversity, volume 2, issue 1, pages 23-36, May 2013.

http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2273527

Abstract excerpted from the URL cited above:  The economic nature of agricultural cooperatives is explained by means of a logical continuation of the organizational economics rationale for family farms. The traditional explanations of the importance of family farms is discussed, and embedded in a broader framework which considers their transaction cost-economizing effect and their limitations in terms of limited ability to scale up production and to reach adequate market power. We maintain that these disadvantages represent the major motives for the creation of agricultural cooperatives, whose role lies in enabling the realization of advantages of large scale organization in agriculture while avoiding its transaction costs.”


Social enterprise models: creating the fortune at the base of the pyramid

Shyam J. Kamath, Yung-Jae Lee and Xiaotian Tina Zhang.  International Journal of Social Entrepreneurship and Innovation, volume 2, issue 3, pages 269-292, October 2013.

http://www.ingentaconnect.com/content/ind

/ijsei/2013/00000002/00000003/art00005

Abstract excerpted from the URL cited above:  “This article develops on the legacy of C.K. Prahalad's seminal work on the base of the pyramid (BoP) by focusing on the aspect of income generation at the BoP. After reviewing the literature on creating sustainable livelihoods and employment at the BoP, we develop a set of archetypal social enterprise models that underlie the creation of business ecosystems and successful businesses at the BoP. Also provided are examples of sustainable models in microfinance, value chains, health and education provision, goods and services and infrastructure development. This flows from the health, opportunity, peace, education, infrastructure, and microfinance (HOPEIM) focus of integrated ecosystem development work conducted by us with BoP livelihood creation projects in India, Philippines, Rwanda, Thailand and Uganda. The paper offers several major findings in terms of how successful BoP ecosystem development can be initiated and sustained.”


Autres

Other / Otros


Socioéconomie et démocratie: l'actualité de Karl Polanyi

Isabelle Hillenkamp et Jean-louis Laville. Édition Érès, mai 2013.

http://www.editions-eres.com/parutions/societe

/sociologie-economique/p3153-socioeconomie-et-

democratie-l-actualite-de-karl-polanyi.htm

Résumé issu du l’URL ci-haut: « La crise actuelle révèle des tensions fondamentales entre capitalisme et démocratie. L'orthodoxie occidentale, centrée sur les programmes d'ajustement, s'avère incapable d'affronter ce défi à la frontière de l'économie, du social et du politique. Il est temps de se tourner vers d'autres approches. S'appuyant sur l'œuvre singulière de Karl Polanyi (1886- 1964) qui a décelé la dérive totalitaire de la société de marché, cet ouvrage soumet de nouvelles clés pour penser certains des problèmes les plus ardus de notre temps. Les auteurs, internationalement reconnus, venant d'Amérique et d’Europe, du Sud et du Nord, sont publiés pour la première fois ensemble en langue française. Ils proposent une vision croisée des rapports entre démocratie et économie, à partir de différentes disciplines et de divers terrains d'étude. Cette réflexion collective débouche sur la construction d'un cadre théorique permettant de comprendre la teneur des mutations économiques et politiques contemporaines. Mais elle ne s'arrête pas aux constats critiques. Face à la menace d'une régression autoritaire, elle s'intéresse aux pratiques qui concrétisent des issues solidaires et démocratiques à la crise.»


NUMÉROS SPÉCIAUX

Special Issues / Ediciones especiales


Performance in the third sector

Special issue of Qualitative Research in Accounting & Management, volume 10, issue 3-4, January 2013.

http://www.ingentaconnect.com/content

/mcb/qram/2013/00000010/f0020003


APPELS À COMMUNICATIONS

Calls for papers/ Convocatorias de artículos


®     Innovations sociales, innovations économiques. XXXIV ès Journées de l’AES (Association d’économie sociale) organisées par le Centre de recherche en économie de Grenoble (EA 4625). 11 et 12 septembre 2014, Grenoble, France. Date limite pour soumission: 02 novembre 2013. (RECALL)

®     Constructing Alternatives: How can we organize for alternative social,

economic, and ecological balance?  5th Latin American and European Meeting on Organization Studies (LAEMOS). April 2nd -5th 2014, Havana, Cuba. Deadline for submission: November 15th, 2013. (RECALL)

®     Entrepreneuriat durable, social et solidaire / Entrepreneuriat collectif. Un des thèmes des 5èmes Journées Georges Doriot pourtant sur  l’« Entrepreneuriat et Société : de Nouveaux Enjeux ». organisées par HEC Paris, EM Normandie et ESG-UQAM.  15 et 16 mai 2014, Rabat, Maroc, Deadline for submission: November 15th, 2013.  (RECALL)

®     Social Businesses. Special issue of Revista de Administração de Empresas. Deadline for submission: November 30th, 2013. (RECALL)

®     Broadening the Horizon of Nonprofit Marketing Communications. Special issue of the International Journal of Nonprofit and Voluntary Sector Marketing. Deadline for submission: December 1st, 2013. (RECALL)

®     Welfare Mix, Hybridity and Government–Nonprofit Relationships in Post-Modern Welfare States. Voluntas Conference and Special Issue. March 21st and 22nd 2014. Copenhagen, Denmark. Deadline for submission: December 1st, 2013. (RECALL)

®     Innovations sociales, innovations économiques. XXXIV ès Journées de l’AES (Association d’économie sociale) organisées par le Centre de recherche en économie de Grenoble. 11 et 12 septembre 2014, Grenoble, France. Délais pour soumettre: 02 novembre 2013.

®     Innovative Collaboration for a complex world: Reaching across institutional divides. 4th International Symposium on Cross Sector Social Interactions organized by Suffolk University.  May 29 th -30 rd 2014, Boston, USA. Deadline for submission: February 8 th, 2014.

®     Latin America and the Caribbean. VOLUNTAS special issue. Civil Society and Third Sector in Latin America and the Carribbean. Deadline for submission: April 1 st, 2014.

 

ÉVÉNEMENTS À VENIR

Events / Eventos


®     Changer de cap à l'heure de la mondialisation. 6e Rencontres du Mont-Blanc. 9-11 novembre, 2013,  Chamonix, France. (RECALL)

®     Recession, Renewal, Revolution? Nonprofit and Voluntary Action in an Age of Turbulence.  ARNOVA’s 42nd Annual Conference. November 21th - 23th, 2013, Hartford, Connecticut (USA). (RECALL)

®     Les organisations de l'ESS: laboratoire du bien-être ? Organisé par le Réseau grand ouest de Recherche en Économie Sociale et Solidaire (RgoRESS) pour le CPER 10 LLSHS des Pays de la Loire. 28 et 29 novembre 2013, Nantes, France. (RECALL)

®      Fortalecer la economía cooperativa y solidaria para una sociedad sustentable. VIII Congreso Internacional RULESCOOP. RULESCOOP, Universidade do Vale dos Rio dos Sinos. 3 al 7 de diciembre, 2013, São Leopoldo, Brasil. (RECALL)

®     Congreso Continental de Derecho Cooperativo. XVII Conferencia Regional de ACI-Américas “La década de las cooperativas: escenarios y perspectivas”. 8 al 10 de octubre, 2013, São Paulo, Brasil. (RECALL)

®     Quels dispositifs de gestion pour les entreprises sociales et solidaires ? La recherche éclairée par la méthode des cas. Colloque organisé par l'Institut de Recherche en Gestion (IRG, Université Paris-Est). 12 décembre 2013, Paris (France). (RECALL)

®     Entrepreneuriat social et l'économie sociale. Conférence de la Commission européenne. 16 et 17 janvier 2014,  Strasbourg, France. (RECALL)

®    La transformation sociale par l’innovation sociale.  4ème Colloque International du Centre de Recherche sur les Innovations Sociales (CRISES).  3 et 4 avril 2014, Montréal, (QC), Canada. (RECALL)

®     Intersections: Governance, Democracy, Accountability. The third sector panel at Eighteenth Annual Conference of the International Research Society for Public Management (IRSPM) organized by the School of Public Policy and Administration of Carleton University in collaboration with the Canadian Association of Programs in Public Administration.  April 9th -11th, 2014, Ottawa, Canada.

®     Civil Society and the Citizen. The Eleventh International Conference of the International Society for Third Sector Research (ISTR). July 22th- 25th, 2014, University of Muenster, Muenster, Germany. Deadline for submission:  October 25th, 2013. (RECALL)

®     2e édition du Sommet international des coopératives. Organisé par le Mouvement Desjardins et l'Alliance coopérative internationale (ACI). 6-9 octobre 2014, ville du Québec, Canada. (RECALL)


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