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This research considers the potential for renewable energy partnerships to contribute to Canada's efforts to overcome its colonial past and present by developing an understanding of how non-Indigenous peoples working in the sector relate to their Indigenous partners.

This study is part of a larger research program focused on decolonization and reconciliation in the renewable energy sector. This exploratory research is framed by energy justice and decolonial reconciliation literatures relevant to the topic of Indigenous-led renewable energy. The authors used content and discourse analysis to identify themes arising from 10 semi-structured interviews with non-Indigenous corporate and governmental partners.

Interviewees’ lack of prior exposure to Indigenous histories, cultures and acknowledgement of settler colonialism had a profound impact on their engagement with reconciliation frameworks. Partners' perspectives on what it means to partner with Indigenous peoples varied; most dismissed the need to further develop understandings of reconciliation and instead focused on increasing community capacity to allow Indigenous groups to participate in the renewable energy transition.

In this study, the authors intentionally spoke with non-Indigenous peoples working in the renewable energy sector. Recruitment was a challenge and the sample is small. The authors encourage researchers to extend their questions to other organizations in the renewable energy sector, across industries and with Indigenous peoples given this is an under-researched field.

This paper is an early look at the way non-Indigenous “partners” working in renewable energy understand and relate to topics of reconciliation, Indigenous rights and self-determination. It highlights potential barriers to reconciliation that are naïvely occurring at organizational and institutional levels, while anchored in colonial power structures.

Social enterprise has the potential to serve as a mechanism of social and economic opportunity for persons experiencing homelessness. This paper aims to identify potential outcomes of work integration social enterprises (WISEs) for people who are homeless, at risk of homelessness, or transitioning out of homelessness.

Searches of 14 databases were completed using keywords and subject headings pertaining to homelessness, social enterprise and employment, respectively. These searches were then combined to identify literature concerning WISEs with homeless populations. The initial search yielded 784 unique articles. Through screening, 29 articles were selected and independently coded to establish themes.

The analysis identified the potential for WISEs to contribute positively to the lives of the target population in the areas of connection to the community, employment skill building, mental health, personal agency and empowerment, relationship-building, structure and time use, financial stability and housing. There were less positive and mixed findings regarding substance use, crime/delinquency, physical health and transition to mainstream employment. Future research should further explore causal relationships between WISE approaches and strategies and their potential implications for persons emerging from homelessness.

Prior to this research, there have not been any recent publications that synthesize the existing body of literature to evaluate the potential outcomes of WISE participation for homeless populations. This paper lays the groundwork for future empirical studies.

Work integration social enterprises (WISEs) address the chronic unemployment of disadvantaged populations. However, WISEs face challenges, in part, because they embody both social mission and market logics which potentially contradict one another. The purpose of this paper is to investigate how the founders of WISEs perceive the relationship between logics and how they manage any resulting tensions, to help determine if they are effective vehicles for alleviating unemployment.

This study used in-depth interviews with social entrepreneurs in nationally recognized WISEs to assess how they perceived and managed logic tensions.

A total of eight out of the ten WISEs emphasized one dominant logic and did not perceive significant internal conflict. Only two cases experienced prolonged and ultimately irreconcilable tensions between their social mission and market goals, when social entrepreneurs were guided by the blended logics of providing training and services to disadvantaged populations within a for-profit legal form.

Future research is required to determine the generalizability of these findings due to small sample size, an exclusive focus on the founder’s perspective and an exclusive focus on WISEs.

Findings contribute to greater understanding of logic tensions in WISEs and the opportunities and limitations that result from aligning dominant logic(s) and organizational form.

This research suggests that the founders of WISEs perceive market and social mission logics as options to be selected, and that WISEs struggle to succeed as organizations with two dominant logics. The market appears as yet unprepared to support singlehandedly organizations with a social mission of work integration.