In order to frame this examination of social enterprise governance it is first necessary
to examine the claim that social enterprises are a distinct group of organisations, and to
isolate just what it is that makes them different. Dart (2004, pp. 414-5) characterises
nonprofits as “voluntaristic, prosocial, and civic”, which offers little as a set of
distinguishing factors as social enterprises also tend to exhibit these characteristics. Of
more use is Dart’s contention that non-profit organisations are “distinct from business
organisations”. This is in sharp contrast to social enterprises which tend to go to great
lengths to present themselves as not being distinct from businesses. They wish to be
seen as possessing rigorous performance objectives, not least in financial management
terms. Social enterprises therefore “blur boundaries between nonprofit and for profit”
in part through the use of “corporate planning and business design tools” (Dart, 2004,
p. 415).
In order to frame this examination of social enterprise governance it is first necessaryto examine the claim that social enterprises are a distinct group of organisations, and toisolate just what it is that makes them different. Dart (2004, pp. 414-5) characterisesnonprofits as “voluntaristic, prosocial, and civic”, which offers little as a set ofdistinguishing factors as social enterprises also tend to exhibit these characteristics. Ofmore use is Dart’s contention that non-profit organisations are “distinct from businessorganisations”. This is in sharp contrast to social enterprises which tend to go to greatlengths to present themselves as not being distinct from businesses. They wish to beseen as possessing rigorous performance objectives, not least in financial managementterms. Social enterprises therefore “blur boundaries between nonprofit and for profit”in part through the use of “corporate planning and business design tools” (Dart, 2004,p. 415).
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