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CALL FOR PAPERS
Special issue of International Journal of Human Resource Management: Recruiting, managing and rewarding workers in social enterprises
Guest Editors: Alex Newman, Susan Mayson, Julian Teicher (Monash University, Australia) and Rowena Barrett (Queensland University of Technology, Australia)
For this special issue we seek contributions that enhance our understanding of how workers are recruited, managed and rewarded in social enterprises. Over the last decade,
social entrepreneurship has grown in importance as a cultural and economic phenomenon in both developed and emerging economies (Dacin, Dacin, & Matear, 2010; Dacin, Dacin, & Tracey, 2011). Social enterprises refer to organizations that engage in business to achieve social impact rather than solely for financial gain (Austin, Stevenson, & Wei-Skillern, 2006). We are interested in social enterprises that aim to sustain themselves or are already sustained by their activities, and differentiate these enterprises from charitable ventures that rely on donations and/or government funding as a major source of their income. As such, social enterprises may be understood as hybrid organizations that have a social and economic mission, and with this seek to sustain both missions. This has implications for their management and performance, including human resource acquisition and mobilization (Doherty, Haugh, & Lyon, 2014). Although studies have examined the factors that drive the success of social enterprises (Felicio, Goncalves, & da Conceicao Goncalves, 2013; Liu, Eng, & Takeda, 2013; Liu, Takeda, & Ko, 2014), the role of human resources has generally been neglected. Significant constraints faced by
social enterprises that result from their 'liability of smallness' (Heneman & Berkley, 1999, p. 53), tensions arising from their dual mission, and limited access to external finance
(Austin et al., 2006), make them vulnerable to failure. Although we have evidence that human resource management can contribute to firm performance and innovation (see, for
example, Messersmith & Guthrie, 2010; Messersmith & Wales, 2013), the well recognized challenges faced by small and emerging firms such as informal management structures, resource scarcity and limited managerial capacity may influence the viability of social enterprises. Despite this, only a limited number of studies have begun to examine how organizations attract, manage and reward workers in the social enterprise context (Doherty et al., 2014; Ohana & Meyer, 2010; Ohana, Meyer, & Swaton, 2013; Royce, 2007).
We would like this special issue to offer a series of articles that encourage theoretical development and empirical examination of topics including:
- What recruitment practices are utilized by social enterprises to attract workers?
- How do these practices differ from those used by more mainstream organizations and why?
- How do human resource management practices contribute to the growth and sustainability of social enterprises?
- Do the motivations of workers in social enterprises differ from those in more traditional organizations? If so, how does this influence the types of organizational rewards utilized by organizations and their relative effectiveness?
- What factors affect the work attitudes and behaviours of workers in social enterprises?
- What forms of leadership may managers use to foster high levels of in-role and extra-role performance amongst workers?
- What human resource management practices may managers implement to foster worker identification with the objectives of the social enterprises?
- How does the institutional and cultural context in which social enterprises operate influence the use and effectiveness of different human resource management practices?
- To what extent do the values and ethics of social enterprises impact on human resource management practices?
- What are the challenges of managing volunteer workforces and mixed workforces of volunteers and paid employees in social enterprises?
- What role does the founder(s) play in how workers are managed in social enterprises?
- What are the 'bundles' of HR practices utilized in social enterprises and how and why do they differ between organizational types and country contexts?
- We encourage authors to utilize a diversity of methodological and theoretical perspectives when developing manuscripts for this special issue. We encourage both the use of quantitative and qualitative methods for empirical papers.
Notes for contributors: format, submission process and timeline
All papers submitted will be subject to blind peer review and subject to final approval by the editor of IJHRM. Manuscripts should be prepared according to IJHRM guidelines.
Manuscripts should be a maximum of 8000 words (double spacing). Each submission should have a separate title page with author details. Submitted papers must be based on original material and not under consideration by any other journal or outlet. Manuscripts should be submitted online using The International Journal of Human Resource
To submit your manuscript to the special issue, choose the title of the special issue from the manuscript type list when you come to submit your paper. Also, when you come to the 'Details and Comments' page, answer 'Yes' to the question 'Is this manuscript submitted for a Special Issue' and insert the title in the text field provided. To be considered for this special issue, full manuscripts must be submitted no later than 1 June 2016 at 12.00 (midday, noon) Greenwich Mean Time (UK). Papers may be submitted prior to this deadline as well. All submitted papers will be evaluated by the editors and all suitable papers will undergo a full double-blind
review process with at least two independent reviewers, including members of the journal's Editorial Board.
The editors welcome informal inquiries related to proposed topics. Potential contributors can contact the special issue editors to discuss their ideas for a paper. Please
References
Austin, J., Stevenson, H., & Wei-Skillern, J. (2006). Social and commercial entrepreneurship: Same, different, or both? Entrepreneurship, Theory and Practice, 30(1), 1–22.
Dacin, P. A., Dacin, M. T., & Matear, M. (2010). Social entrepreneurship: Why we don't need a new theory and how we move forward from here. Academy of Management Perspectives, 24, 37–57.
Dacin, P. A., Dacin, M. T., & Tracey, P. (2011). Social entrepreneurship: A critique and future directions. Organization Science, 22, 1203–1213.
Doherty, R., Haugh, H., & Lyon, F. (2014). Social enterprises as hybrid organizations: A review and research agenda. International Journal of Management Reviews, 16, 417–436.
Felicio, J. A., Goncalves, H. M., & da Conceicao Goncalves, V. (2013). Social value and organizational performance in non-profit social organizations: Social entrepreneurship,
leadership, and socioeconomic context effects. Journal of Business Research, 66, 2139–2146.
Heneman, III, H. G., & Berkley, R. A. (1999). Applicant attraction practices and outcomes among small businesses. Journal of Small Business Management, 37, 53–74.
Liu, G., Eng, T. Y., & Takeda, S. (2013). An investigation of marketing capabilities and social enterprise performance in the UK and Japan. Entrepreneurship, Theory and Practice.
Liu, G., Takeda, S., & Ko, W. W. (2014). Strategic orientation and social enterprise performance. Nonprofit and Voluntary Sector Quarterly, 43, 480–501.
Messersmith, J., & Guthrie, J. (2010). High performance work systems in emergent organizations: Implications for firm performance. Human Resource Management, 49, 241–264.
Messersmith, J., & Wales, W. (2013). Entrepreneurial orientation and performance in young firms: The role of human resource management. International Small Business Journal, 31, 115–136.
Ohana, M., & Meyer, M. (2010). Should I stay or should I go now? Investigating the intention to quit of the permanent staff in social enterprises. European Management Journal, 28, 441–454.
Ohana, M., Meyer, M., & Swaton, S. (2013). Decision-making in social enterprises: Exploring the link between employee participation and organizational commitment. Nonprofit and Voluntary Sector Quarterly, 42, 1092–1110.
Royce, M. (2007). Using human resource management tools to support social enterprise: Emerging themes from the sector. Social Enterprise Journal, 3, 10–19.