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This paper aims to examine whether rewards incentives of non-state-owned enterprises can settle the matters of motivation lack, strained labor relations and frequent labor-capital conflicts and realize co-win cooperation of workers, enterprises and the society.

Based on the data of 1,617 questionnaires in 257 enterprises, this research reveals the total rewards factors that affect the labor motivation of non-stated-owned enterprises in China and improve labor productivity by adopting the hierarchical linear regression analysis and multi-group path analysis, and establishes a new model of win-win cooperation between labor and capital and the society through the incentive function of these elements by stimulating the enthusiasm of workers, improving labor productivity, increasing profits, expanding capital accumulation and absorbing labor force.

The authors have discovered that in general the main incentives that stimulate the enthusiasm of employees are the factors of performance and recognition and development and career opportunity in total rewards. The factor of benefits also has a significant incentive effect on employees in the western area of China, migrant workers with lower education and male employees, but negative effect on the post-1990s employees in non-state-owned enterprises. However, the compensation factor should be used with caution when encouraging employees in eastern region and the post-1980s. The total rewards factors of development and career opportunities and the performance and the recognition and benefits should be used to motivate workers to improve labor productivity, increase corporate profits and absorb more labor force, which is a long-term solution to win-win cooperation between labor and capital and social sustainable development. It is an important way to increase profits and absorb more labor force by increasing employee’s human capital investment and improving labor proficiency of employees under age 45. The conclusions provide new effective management methods for non-state-owned enterprises in China.

As a consequence, it will encourage employees to improve labor productivity and increase profits and thus absorb more labor force, if we use these factors of performance and recognition, development and career opportunity and benefits integratedly, we will find a permanent solution that the two sides of the labor and management and the society enjoy a win-win cooperation.

The research will provide theoretical basis for non-state-owned enterprises to apply a new and effective management style so that we can establish a win-win cooperation between the labor and management. What’s more, the research will develop the Dual Economy Theory of Lewis and the employment theory of Keynes and will also provide a theoretical basis for the realization of Taylor’s harmonious industrial relations.

This article explores the value of feasibility analysis for the pre-launch nonprofit enterprise. Similarities and differences between for-profit entrepreneurial ventures and nonprofit entrepreneurial ventures are outlined, and then the traditional format of feasibility analysis used by the entrepreneurial for-profit start-up is reviewed and analyzed. This four-stage analysis is then adapted to the needs of the nonprofit new venture enterprise. The benefits of doing a feasibility analysis for the nonprofit enterprise start-up are identified, and guidelines are suggested. An underpopulated research stream is identified and explained in this article for the start-up and early developmental phases of the nonprofit enterprise.

To study some of the difficulties involved in defining the nature of social enterprises and the environments in which they operate in order to provide a framework to show how and where social enterprises fit in the overall social economy.

The complexity of organizations involved in the spectrum of the social economy is discussed in terms of the literature to show how many social enterprises in the UK and worldwide can be categorized as small and medium sized enterprises (SMEs). Discusses the ambiguity prevalent in the social economy concerning the terms and concepts of “not for profit”, “non‐profit”, social enterprise and social entrepreneur and illustrates the successes, failures and difficulties of the social enterprise sector.

The four key issues which the definitional debate needs to address, comprise: voluntary participation; independence from the state; the concept of profit (profit making, appropriateness of profit making from certain activities, profit maximization, profit distribution); and ownership and corporate governance. Illustrates the points made in the article with particular reference to three case studies involving: Edinburgh Lothian Council On Alcohol (ELCA) (company limited by guarantee with charitable status); First Scottish University Credit Union Ltd (FSUCUL) (credit union); and Forth Sector (social firm).

Sorts out some of the difficulties and complexities in the definition and classification of social enterprises.

This book is a policy proposal aimed at the democratic left. It is concerned with gradual but radical reform of the socio‐economic system. An integrated policy of industrial and economic democracy, which centres around the establishment of a new sector of employee‐controlled enterprises, is presented. The proposal would retain the mix‐ed economy, but transform it into a much better “mixture”, with increased employee‐power in all sectors. While there is much of enduring value in our liberal western way of life, gross inequalities of wealth and power persist in our society.

The purpose of this paper is to analyze the evolution of the social enterprise concept at an international level. It provides a comprehensive overview of the existing literature in this subject area and focuses on the legal implementation of social enterprises.

The paper is an analytic review, building on previous work. Conclusions are on how the social enterprise concept has been legally implemented in a number of representative European countries.

The lack of a common understanding of social enterprise should not be regarded as a limitation as such debate encourages a rethinking of the theoretical definition of enterprise and its legal structure. The legal recognition of social enterprise contributes to conceptual clarification in the countries concerned.

This is a conceptual discussion paper, which stimulates further research on the most interesting mechanisms and consistent models of social enterprise that are developing at an international level.

The paper synthesises existing conceptual studies on social enterprise. It contributes to enrich the current debate on social enterprise and aids in focusing future research.

The overall objective of this research was to elucidate the ecosystem of women’s health social enterprises (WHSEs) based in the United States. The Aim I was to conduct a secondary data analysis of a random national sample of non-profit WHSEs based in the United States regarding their characteristics and areas of intervention. Aim II was to conduct a qualitative assessment of a sample of WHSEs based in the United States regarding their perspectives on the ecosystem of WHSEs. Aim I utilized the GuideStar database and assessed enterprise size, geographic location, financial distress, health intervention area, and health activity category using descriptive statistics, statistical tests, and multivariable regression analysis via SPSS. Aim II utilized in-depth interviewing and grounded theory analysis via MAXQDA 2018 to identify novel themes and core categories while using an established framework for mapping social enterprise ecosystems as a scaffold.

Aim I findings suggest that WHSE activity is more predominant in the south region of the United States but not geographically concentrated around cities previously identified as social enterprise hubs. WHSEs take a comprehensive approach to women’s health, often simultaneously focusing on multiple areas of health interventions. Although most WHSEs demonstrate a risk for financial distress, very few exhibited severe risk. Risk for financial distress was not significantly associated with any of the measured enterprise characteristics. Aim II generated four core categories of findings that describe the ecosystem of WHSE: (1) comprehensive, community-based, and culturally adaptive care; (2) interdependent innovation in systems, finances, and communication; (3) interdisciplinary, cross-enterprise collaboration; and (4) women’s health as the foundation for family and population health. These findings are consistent with the three-failures theory for non-profit organizations, particularly that WHSEs address government failure by focusing on the unmet women’s health needs of the underserved populations (in contrast to the supply of services supported by the median voter) and address the market failure of over exclusion through strategies such as cross-subsidization and price discrimination. While WHSEs operate with levels of financial risk and are subject to the voluntary sector failure of philanthropic insufficiency, the data also show that they act to remediate other threats of voluntary failure.

Aim I findings highlight the importance of understanding financial performance of WHSEs. Also, lack of significant associations between our assessed enterprise characteristics and their financial risk suggests need for additional research to identify factors that influence financial performance of WHSE. Aim II findings show that WHSEs are currently engaged in complex care coordination and comprehensive biopsychosocial care for women and their families, suggesting that these enterprises may serve as a model for improving women’s health and health care. The community-oriented and interdisciplinary nature of WHSE as highlighted by our study may also serve as a unique approach for research and education purposes. Additional research on the ecosystem of WHSE is needed in order to better inform generalizability of our findings and to elucidate how WHSE interventions may be integrated into policies and practices to improve women’s health.

Studies concerning Soviet taxation demonstrate a diversity of opinions on the nature of turnover taxes. Four major views on the subject have emerged: (1) turnover taxes are simply a sales (excise) tax on articles' of consumption sold to the Soviet consumer; (2) not all turnover taxes are a sales tax, some of them are a substitute for rent on production of certain industrial materials; (3) in addition to being a sales (excise) tax on consumer goods and rent on some industrial materials, there exists a third type of turnover tax which is levied on agricultural production of the peasantry; (4) turnover taxes are a portion of the surplus product produced in industry and agriculture.

The uncertainty of consumers' perceived value makes online education enterprises face great challenge in developing the pricing strategy. So the purpose of this paper is to research the pricing strategies of online education products by considering knowledge consumers' characteristics.

Considering consumer matching degree and price comparison, this study establishes the utility functions of consumers in normal sales period and discount selling period. On this basis, the research builds pricing models of the online education enterprise under the strategy of price undertaking and intertemporal pricing strategy. It further discusses the impact of consumer matching degree, consumer price sensitivity and different types of consumers on the product price and profit of online education enterprises, and reveals the optimal pricing strategy of the enterprise.

Consumer matching degree and price sensitivity coefficient have positive effects on product price and enterprise profit, but they have different effects on product demand; there are differences in the perceived value of the three types of consumers, and matching consumers are the optimal consumer group; the intertemporal pricing strategy is better than the strategy of price undertaking only when the price sensitivity coefficient is greater than a critical value.

This study enriches the literature on the pricing model of online education products and owns a practical significance to guide the online enterprise to make marketing strategies to increase profit.

This paper aims to describe how a social enterprise can use product innovation and management to succeed in its mission.

The case describes an approach to new product development and management that is of value to social enterprises. The Vehicles for Change organization exists and operates in the USA.

Provides information and action approaches to non‐profit organizations to increase their sustainability. Often non‐profits do not understand nor value business. Consequently, they elevate their mission to do good but sabotage their ability to succeed. Infusing business into non‐profits can lead to an entirely new organization, the social enterprise. Social enterprises use profit‐generating businesses to fund their charitable elements. This new form can be called a for benefits organization. That focus lends itself to using product development and management techniques to succeed. Their results offer implications for non‐profit organizations.

As in all case studies, the specific conditions found in one organization may not be found more generally in others. Readers are cautioned that the conclusions drawn in the case may have limited applicability.

The case depicts the process that one firm uses to innovate and succeed. It requires breaking existing perceptions, changing managerial attitudes, restructuring and adopting a consumer focus.

The case describes an evolutionary approach to social welfare in part based the benefits of a product. It illustrates the value that a product focused, profit seeking approach can yield in support of an organization that seeks to aid humanity.

The purpose of this study is to develop BSC model of social enterprise. Performance analysis tool of BSC have been brought over from the business world, designed and created from the perspectives of profit‐based businesses. The BSC is a strategic performance measurement and management tool designed for the private sector acting as a communication/information and learning system, to measure “where we are now” and “where to aim for next”. It prescribes a plan for translating “vision” and “strategy” into concrete action across four perspectives at different stages, depending on the business. These perspectives are “financial”, “customer”, “internal processes” and “learning and growth”, each of which is connected by cause‐and‐effect relationships that reflect the firm’s strategy. Social aims of social enterprise are to accomplish desired outcomes which are to employ vulnerable people and to provide social services. The measurement factors of financial perspective are stable funding, efficiency of budgeting, stakeholders’ financial supports, and trade profit. The measurement factors of customer perspective are government, social service users, employees, local communities, supplier, social activity company, and partnership with external organizations. The measurement factors of internal process perspective are organizational culture, organizational structure/management, internal/external communication, quality of products and services, information sharing. The measurement factors of learning and growth perspective are training and development, management participation, knowledge sharing, leadership of CEO and manager, and learning culture.