Abstract
Goal of the chapter: Profit enterprises look for strategies to outperform their competitors. On the other hand, social businesses first of all follow the goal to meet social needs. This chapter therefore raises the question: How to screen strategies in social businesses? The reader learns about
-
differences between competitive and social positioning strategies,
-
differences between strategy positioning and screening,
-
the importance of the concept of potential for change in social businesses and
-
the strategic triangle as a reference point for evaluating strategies.
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
Chia, R. C. H. and Holt, R. Strategy Without Design: The Silent Efficacy of Indirect Action (Cambridge: Cambridge University Press, 2009).
Porter, M. E. Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: The Free Press, 1998/1980).
Porter, M. E. Competitive Advantage: Creating and Sustaining Superior Performance (New York et al.: The Free Press, 1998/1985).
Copyright information
© 2010 Urs P. Jäger
About this chapter
Cite this chapter
Jäger, U.P. (2010). Screening for Strategies. In: Managing Social Businesses. Palgrave Macmillan, London. https://doi.org/10.1057/9780230292420_10
Download citation
DOI: https://doi.org/10.1057/9780230292420_10
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)