Public Policies Impact on Third Sector Social Enterprises in UK Regions

Abstract

This chapter provides an important perspective on how public policies impact small third sector social enterprises in UK regions. There is limited research that has explored the how government policies are impacting on small regional drug and alcohol social enterprises. The research employed a multiple case study design (Stake, 2006; Yin, 2009).of eight small drug and alcohol third sector social enterprise organisations based in three UK regions (The East Midlands, The South East (including London) and Yorkshire and Humber). Semi-structured interviews were conducted Chief Executive Officers (CEOs) of these organisations to ascertain how government policy framework influences their service developments. The research finding contributes to the fairly limited empirical research investigating regional variations of third sector social enterprises. It advocates for changes in government regional funding polices help small third sector social enterprises to develop and sustain appropriate effective services where they are based – at the regional level.

Understanding the Impact of Organisational Culture on Managers' Internal Career Needs

“…This finding supports previous third sector career research that suggests that the sector managers often seek to work in small organisations due to the autonomy of the job role and the freedom to design and develop services (Onyx and Maclean, 1996;Alatrista and Arrowsmith, 2004;Cunningham, 2010;Maher, 2015b). These opportunities have not been found to be readily available in large bureaucratic organisations, where managerial roles are often structured in a pyramid top-down chain of command with limited flexibility for individual managers to re-design services without a long consultation process (Flynn, 2007;Radnor, 2010;Osborne et al, 2013).…”

“…Third sector social enterprise organisations expect commitment and performance from managers to deliver their contractual obligations (Maher, 2015b). They expect managers to deliver projects on time and to budget; with the expected outcomes and benefits to the client group and the community.…”

“…(Schein, 1982). Therefore, the internal career will vary between individuals within the same organisation and even those doing the same job (Maher, 2015b).…”

“…This confirms that they have been operating for over 16 years, so they are well established organisations. Organisation Attis operate in the South East region, Organisation 'Y' operate in the East Midlands and Organisation Caerus operate from Yorkshire and Humber region (NVCO, 2011;Social Enterprise UK, 2011, Maher, 2015b.The use of multiple methods of data collection allows for convergence and triangulation of findings (Fick 1979;Bryman 2015).…”

“…Despite changes in career structures in the 21st Century, for example, the growing number of self-employment and contract work, etc. Majority of career still takes place in organisations (Baruch, 2004;Maher, 2016), including small social enterprises (Maher, 2015b). Successive UK government acknowledges the importance of these organisations role in building social capital and developing the social economy (Kendall and Knapp, 1996;Ridley-Duff and Bull 2015).…”