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As a result of changes in housing policy in the 1980s and 1990s, social landlords in several European countries have to manage their stock in a more commercial way. They have to anticipate market developments and formulate a strategy for the development of their stock. This kind of asset management is referred to as “strategic housing management”. Being mainly a practitioners' business, and mostly of recent date, strategic housing management lacks a sound theoretical basis. Publications of “good” practice are scarce. This paper sets up a framework for strategic housing management of social landlords. The main question addressed is: “How can social landlords develop their asset management schemes in a strategic way?” From the theory on business planning and housing management, the paper defines strategic stock management and its characteristics. The paper uses Kotler's general model for strategic business planning and illustrates how this model can be applied to social landlords with various examples from The Netherlands and approaches from front‐runners among Dutch social landlords.

Accountants’ involvement in environmental and sustainability management has merely been investigated to date. With the continuous take-up of sustainability issues by companies and with the growing experience companies gain in dealing with this topic, this chapter raises the question whether accountants are involved in a way different than previously reported and if yes, what their role is in social accounting practice.

Based on 58 interviews with corporate practitioners, this chapter firstly explores the roles involved in the social accounting practice in companies which are considered to be leading in sustainability reporting in the United Kingdom and Germany. Secondly, the role of professional accountants is analysed from a power theory perspective.

The main findings suggest that professional accountants are partially involved in social accounting practice but mainly exert a gatekeeping role between sustainability managers and higher management.

Investigating the observed behaviour empirically can help improve social accounting. Should it turn out that the accountants have no other option but to act like gatekeepers, accounting education will play a major role in overcoming this deficiency in the pursuit of improved sustainability knowledge and performance. If, on the other hand, it is the defensive stance of accounting professionals and the fear of losing power in corporate structures which motivates them to act as gatekeepers, mechanisms to motivate them to cooperate should be researched.

The chapter empirically investigates and discusses the accountant’s contribution to sustainability information management. This can help overcome organisational challenges impeding companies to successfully implement sustainability measures.

This study aims to determine whether socially friendly business strategy impacts social sustainability performance and, if so, whether social management process and spiritual capital act as mediators and moderators of the relationship.

This study uses a comprehensive research framework consisting of the mediation and moderation relationship among four constructs, namely, socially friendly business strategy, social management process, spiritual capital and social sustainability performance. A total of 433 owners/managers of micro, small and medium-sized firms (MSMEs) in the Indonesian province of East Java took part in this study, and the data were gathered using a survey method. The resource-based view, stakeholder theory and partial least squares structural equation modelling are all used in this study to evaluate and explain the hypotheses.

The results show that both socially friendly business strategy and social management process positively affect social sustainability performance. Further analysis reveals that spiritual capital moderates the effect of socially friendly business strategy on social sustainability performance. Second, social management process mediates the influence of socially friendly business strategy on social sustainability performance in part.

The current study has limitations. First, it restricts the scope of its sample to MSMEs in Indonesia’s East Java Province. As a result, it also restricts its generalizability, and care must be used if the findings are applied to other types of organizations and geographic areas. Second, some survey participants needed help to complete the online questionnaire. As a result, collecting the data were less successful than anticipated. This study has significant implications for the development of the stakeholder theory, particularly in elucidating the mechanisms by which socially responsible corporate strategies, social management practices and performance in terms of social sustainability are affected.

The findings provide a comprehensive guidance for owners/managers in reorienting their business strategy, managing the social management process and building their spiritual capital to achieve social sustainability performance. It provides materials for researchers and students who are interested in studying the subject matter.

MSMEs have a significant role in society. The welfare of society will therefore increase if social sustainability performance is successful. The overall model of social sustainability performance improvements and its antecedents are presented in this study.

To the best of the authors’ knowledge, this study is among the first attempts to explore the general model of improving social sustainability performance using four constructs that are rarely used in previous studies. It also uses a new data set and research setting in Indonesia as one of the emerging countries.

This chapter presents results of a qualitative study among European champions in social media management. It aims to describe a strategic process and its implications for social media strategic management.

The chapter is based on four in-depth case studies involving both primary and secondary data analysis and interviews.

Social media management is governed by similar principles as corporate communication management. However, there is an important role of personal preferences of senior executives for an effectiveness of the strategic process.

The model allows describing the social media management in the multinational companies. Organizational learning process drawn in this chapter can be directly applied in the multinational companies from various industries.

Social media create an environment in which established actors need to learn how to communicate socially. Sophistication of the tools requires sophistication of the strategies and processes.

This chapter analyzes companies from various industries which are considered successful in social media strategic management. It creates a model which is applicable in various industries. It provides also insights into social media strategies from the research among social media global leaders.

This article attempts to begin the process of removing the cloak of causal ambiguity by examining the role that knowledge management has in the creation of the wide variety of competitive advantages found in some organizations. Specifically, this article aims to extend understanding in the field of knowledge management by examining how knowledge management can affect organizational performance, and by examining one possible determinant of an organization's capacity to manage knowledge.

Reviews literature on resources‐advantage theory of the firm, social capital and knowledge management to propose ways within the organization to improve their ability to manage knowledge and achieve sustained superior performance. The paper is structured around the following constructs: resource‐advantage theory of the firm, social capital, and knowledge management.

Describes the relationship between social capital and knowledge management and how both help organizations achieve a sustained superior performance within the market. Suggests that organizations with high levels of social capital have more knowledge‐management capabilities than organizations with low levels of social capital.

This article extends prior research of knowledge management by proposing how social capital can positively impact the ability of organizations to manage knowledge.

Since resources within all businesses are relatively limited, and particularly so when the business is small relative to its competitors, the revelation that social capital can lead to more effective knowledge management makes the decision to support and nurture social‐capital development much more credible.

Because there is no existing literature that has examined the relationship between social capital, knowledge management, and organizational performance, this paper provides a foundation for future studies that examine the relationship between social capital and knowledge management.

This paper aims to understand the challenges of managing projects in hybrid organizations. The authors explore how organizations with persistent competing institutional logics strive to balance competing priorities, and the authors craft a research agenda to examine the capabilities to manage projects in hybrid organizations.

The authors focus on the social enterprise hybrid organizational form to study how such organizations manage persistent competing social and economic logics. The authors review the project management and social enterprise literature to generate new insights and suggest future research directions for theory development for project management.

The understanding of the influences of the institutional context on the management of projects is still quite limited. The authors propose that project managers need adaptive capabilities to address how the dual logics, and their corresponding different expectations, can be flexibly combined. The objective is not to reduce the complexity due to the different logics, which is the focus of much of the literature on institutional complexity. Instead, the focus is on how to incorporate dual logics into a successfully blended hybrid organization.

There is a dearth of literature about how projects are successfully managed in hybrid organizations with persistent competing institutional logics, like social enterprises, and important questions remain to be answered. This paper offers new insights on the capabilities required to flexibly combine dual logics that would generally compete and create conflict on projects in hybrid organizations.

Understanding social organisations requires considerable effort because of their complex reality. The purpose of this paper is to analyse the performance and amateur form of management of an organisation of scavengers, with significant results for society.

This study is a qualitative in-depth case study. Data were collected through ethnographic interviews, non-participant observation and document analysis. The association of scavengers in question was identified as being strongly representative of the 23 similar associations in Curitiba. The city is the first Brazilian capital to create conditions for direct disposal of selective waste collected by waste pickers, as recommended by the National Solid Waste Policy.

Three main aspects of evidence are highlighted in the proposed model: unique features, performance management and multiplicity of practices. The findings showed a strong presence of utilitarian behaviour due to the need of the members of the organisation to generate income for survival, forcing social and environmental concerns into the background. The combination of community values, informal practices, collective learning and amateur management has had a positive effect on the social organisation’s performance.

The outcomes were identified for individuals, the community and society by contributing to social inclusion, economic growth and environmental care.

The differentiated approach lies in the convergence between performance and amateur management in social organisations, with relevant environmental, economic and social results. A model is proposed to demonstrate the complex relationship between unique features, multiplicity of practices and performance with regard to the amateur management analysed in this study.

The purpose of this paper is to investigate the construction of social and environmental strategies and the related implementation of management control by a key organisation located in a pivotal Asian location in the global hospitality industry. In doing so, it sets out to elucidate the forms and processes of strategic social and environmental control as well their relationship to the traditional financial control system.

The study employs field-based case study of a single case operating in both regional and global context. Drawing upon documentary, survey and interview sources, the study employs structuration theory to inform its design and analysis.

The findings reveal the interaction of top-down global corporate framing and bottom-up local-level staff initiatives that combine to develop a locally focussed and differentiated social and environmental programme and expedite an associated management control and accountability system. The study also reveals the dominance of the traditional financial control system over the social and environmental management control system and the simultaneously enabling and constraining nature of that relationship.

Signification and legitimation structures can be employed in building social and environmental values and programmes which then lay the foundations for related discourse and action at multiple levels of the organisation. This also has the potential to facilitate modes of staff commitment expressed through bottom-up initiatives and control, subject to but also facilitated by the dominating influence of the organisation’s financial control system.

This study reveals the importance of national and regional governmental, cultural and social context as both potential enablers and beneficiaries of organisational, social and environmental strategy and control innovation and implementation.

The paper offers an intra-organisational perspective on social and environmental strategising and control processes and motivations that elucidates forms of action, control and accountability and the relationship between social/environmental control and financial control agendas. It further reveals the interaction between globally developed strategic and control frameworks and locally initiated bottom-up strategic initiatives and control.

This study aims to focus on the development and testing of a social risk management scale that could be applied to identify internal and external dimensions of strategic risks.

This study applied a quantitative approach for testing an theoretical model in the Brazilian mining sector, using partial least squares–structural equation modeling to assess reliability and validity of the dimensions and model.

Results points that internal and external risks have similar impact on general risk in the mining sector on the company studied. The research also identifies multidimensional scales consisting of internal (company policy, attitudes, loss of assets, human resources and operational) and external risks (market, strategic, social, credit, liquidity, loss of assets and technological). The results also points the relative importance of these dimensions and sub-dimensions on general business strategic risks.

The scale was tested in just one company and, as a case study approach, the results are of limited generalization. Also, the scale was developed in the mining sector, so also the scale may require adaptation to applications in other contexts.

The multidimensional and hierarchical approach applied to modeling and scale development helps managers to understand the nature of risks and how to minimize them in business strategic settings.

The study points out cues for managers to reconcile divergent sources of strategic risks that affect business, taking in to account the social dimension as a central element of risk management.

The study proposes and tests a scale with a multidimensional and hierarchical approach for social risk managing.