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Publisher: British Academy of Management
Languages: English
Types: Unknown
Subjects: HD28
Performance measurement for demonstrating social impact is a trend in third sector practice. This study aim to explore the perception, drivers and implementation of impact measurement in social enterprises, investigate how impact measurement result is used to access funds and examine the implementation of performance measurement processes- input, activities, output, outcome and impact. Based on review of literature and current practice, this study attempts to address these questions. The information will be useful to attract investors and retain their confidence. This study applies a case study approach using semi-structured interview techniques in twelve social enterprises operating in finance and service sector based in North West England.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Alcock, P. (2012) New policy spaces: the impact of devolution on third sector policy in the UK. Social Policy and Administration. 46(2), p. 219-238.
    • Bagnoli, L. and Megali, C. (2011) Measuring performance in social enterprises. Nonprofit and Voluntary Sector Quarterly. p. 1-17.
    • Bull, M. (2007) Balance: the development of a social enterprise business performance analysis tool. Social Enterprise Journal. 3(1), p. 49 - 66.
    • Dawson, A. (2010) A case study of impact measurement in a third sector umbrella organisation. International of Journal of Productivity and Performance Management. 59(6), p. 519-533.
    • DTI (2002) Social enterprise: a strategy for success. HM Government, London.
    • Ebrahim, A. and Ranga, V.K. (2014) What impact: a framework for measuring the scale and scope of social performance. California Management Review. 50(3), p. 118-141.
    • Haugh, H. (2005) A research agenda for social entrepreneurship. Social Enterprise Journal.
    • 1(1), p. 1-12.
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