Abstract
Goal of the chapter: During the development of many strategic instruments, competition was assumed to be the relevant context of the organizations. Social businesses act at the interface of markets and civil societies. Competition is just one side of the medal. Many of these instruments can therefore not be transferred one by one into the context of strategic management in social businesses. This chapter follows up on the question: How to determine strategies in social businesses? The reader learns in this chapter about
-
the differences of portfolio approaches in competition- and solidarity-based contexts and
-
the solidarity/need matrix as an option that takes the social characteristics of social businesses for granted.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Further reading
Chew, C. and Osborne, S. P. ‘Identifying the Factors that Influence Positioning Strategy in U.K. Charitable Organizations that Provide Public Services’, Nonprofit & Voluntary Sector Quarterly, 38(1) (2009) 29–50.
Copyright information
© 2010 Urs P. Jäger
About this chapter
Cite this chapter
Jäger, U.P. (2010). Strategy Portfolio. In: Managing Social Businesses. Palgrave Macmillan, London. https://doi.org/10.1057/9780230292420_12
Download citation
DOI: https://doi.org/10.1057/9780230292420_12
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-32214-5
Online ISBN: 978-0-230-29242-0
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)