Scenario planning in social enterprises; the case of South Yorkshire Online publication date: Mon, 25-Jan-2016
by Walter Mswaka
International Journal of Foresight and Innovation Policy (IJFIP), Vol. 10, No. 2/3/4, 2015
Abstract: The concept of social entrepreneurship is increasingly attracting interest as an area of academic scrutiny. Despite this development there is very little scholarly attention given to the way social enterprises plan and develop strategies to address challenges posed by changes in the environment in which they operate. Drawing on a qualitative case study of two enterprises, this study explores the role of scenario planning in the social enterprise sector. The result shows that this strategic management planning technique, traditionally associated with large capitalised commercial enterprises, is becoming a key component of the practice of social enterprises in South Yorkshire.
Online publication date: Mon, 25-Jan-2016
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Foresight and Innovation Policy (IJFIP):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email firstname.lastname@example.org