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Staff in nonprofits: Value-based rationality vs. social entrepreneurship
[Activismo y emprendimiento social al interior de las asociaciones]

Author

Listed:
  • Patrick Valéau

    (CEMOI - Centre d'Économie et de Management de l'Océan Indien - UR - Université de La Réunion)

  • Mohammad Hassen Parak

    (CEMOI - Centre d'Économie et de Management de l'Océan Indien - UR - Université de La Réunion)

  • Pierre Louart

    (IAE Lille - IAE Lille University School of Management - Lille - Université de Lille)

Abstract

The running of nonprofi ts traditionally incorporates forms of value-based rationality. In contrast, social entrepreneurship is presented as a more pragmatic and "modern" approach, oriented towards maximising the social objective. If one or more members of the organisation's staff introduce it, the eff ect is often divisive and destabilising. Based on 34 semi-structured interviews, our data show that social entrepreneurship does not have to dominate over value-based rationality, but the vision chosen between these two management approaches does dominate fairly quickly and irreversibly in the discussions and especially in action. During these periods of ambiguity, diverse views are formed among the staff mutually challenging their values and practices.

Suggested Citation

  • Patrick Valéau & Mohammad Hassen Parak & Pierre Louart, 2013. "Staff in nonprofits: Value-based rationality vs. social entrepreneurship [Activismo y emprendimiento social al interior de las asociaciones]," Post-Print hal-02285713, HAL.
    • Handle: RePEc:hal:journl:hal-02285713
    DOI: 10.7202/1019459ar
    Note: View the original document on HAL open archive server: https://hal.univ-reunion.fr/hal-02285713
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    Keywords

    association; entrepreneuriat social;

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