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Strategic Positioning And Organizational Adaptation In Social Enterprise Subsidiaries Of Voluntary Organizations

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  • Celine Chew

Abstract

This article examines a new organizational form, the community interest company (CIC), as a means for voluntary and charitable organizations to embark on formalized social enterprise activities in the UK. A combination of social, economic, legal and strategic positioning factors has influenced charities to set up CICs as social enterprise subsidiaries to complement their public service work. CICs with charitable origins have relatively weak strategic positions, which are distinct from those of their parent charities. This difference creates tensions in the relationship between the CICs and their parent charities, which have implications for the management of third sector social enterprises.

Suggested Citation

  • Celine Chew, 2010. "Strategic Positioning And Organizational Adaptation In Social Enterprise Subsidiaries Of Voluntary Organizations," Public Management Review, Taylor & Francis Journals, vol. 12(5), pages 609-634, September.
    • Handle: RePEc:taf:pubmgr:v:12:y:2010:i:5:p:609-634
    DOI: 10.1080/14719031003633961
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