Developing sustainable governance to a third sector organisation undertaking transformation to a social enterprise model

Conference paper

Morris, L. 2010. Developing sustainable governance to a third sector organisation undertaking transformation to a social enterprise model.
AuthorsMorris, L.
TypeConference paper
Year2010
ConferenceBritish Academy of Management Conference
Publication process dates
Deposited15 Jun 2011
CompletedSep 2010
Output statusPublished
Permalink -

https://repository.canterbury.ac.uk/item/86003/developing-sustainable-governance-to-a-third-sector-organisation-undertaking-transformation-to-a-social-enterprise-model

  • 32
    total views
  • 0
    total downloads
  • 0
    views this month
  • 0
    downloads this month

Export as

Related outputs

An exploratory study examining work engagement amongst HRM focused academics working in HEIs
Morris, L. and Okonkwo, O. 2013. An exploratory study examining work engagement amongst HRM focused academics working in HEIs.
The role of family, tradition and education in promoting entrepreneurship in India: an exploratory study
Tewari, V., Morris, L. and Fearon, C. 2013. The role of family, tradition and education in promoting entrepreneurship in India: an exploratory study.
Conceptualising work engagement: an individual, collective and organisational efficacy perspective
Fearon, C., McLaughlin, H. and Morris, L. 2013. Conceptualising work engagement: an individual, collective and organisational efficacy perspective. European Journal of Training and Development. 37 (3).
Organisational grief and work engagement: a case study of departmental restructuring in the public sector
Davey, R., Fearon, C., Morris, L. and McLaughlin, H. 2012. Organisational grief and work engagement: a case study of departmental restructuring in the public sector.
Exploring the role of sustainability in social enterprise: case studies of six social enterprises in Kent
Warden, K., Fearon, C., Morris, L. and McLaughlin, H. 2012. Exploring the role of sustainability in social enterprise: case studies of six social enterprises in Kent.
Volunteer management: an exploratory case study within The British Red Cross
Waikayi, L., Fearon, C., Morris, L. and McLaughlin, H. 2012. Volunteer management: an exploratory case study within The British Red Cross. Management Decision. 50 (3), pp. 349-367. https://doi.org/10.1108/00251741211216188
Towards a new social enterprise governance (SEG) conceptual framework
Morris, L. and Fearon, C. 2011. Towards a new social enterprise governance (SEG) conceptual framework.
An exploratory study of employee motivation and empowerment at Sainsbury’s
Merrick, I., Fearon, C. and Morris, L. 2011. An exploratory study of employee motivation and empowerment at Sainsbury’s.