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In Managing Social Businesses, Urs Jäger, research professor at the INCAE Business School/Latin American Center for Competitiveness and Sustainable Development (CLACDS), proposes a new concept of social businesses and develops a framework for mission and strategy-related decision-making by social businesses. He does this through addressing four key questions: what are the challenges to the mission?; how can the accordance of mission and action be achieved despite the tensions between social purpose and market rationale?; how can issues of traditional values be linked with future oriented strategies and how can decisions by the executive committee be implemented? and how can the achievements of an organisation be assessed? The book is structured in five parts plus an epilogue. Each part focuses on a key aspect of the topic: the first part (Concept) discusses management at the interface of market and civil society, develops the foundations of a ‘Theory of Social Businesses’ and proposes a framework for complex decision-making. Part II (Mission) explains the origins of the tensions between civil society and market orientations in social businesses and discusses decision-making in contexts of multiple identities. Part III (Governance) addresses the balance between solidarity and function looking at four ‘tension areas’, namely resources, impact, leadership and motivation. Part IV (Strategy) looks at strategy from the perspective of balancing past and future, focusing on screening for strategies; legitimization and strategic initiatives; and strategy portfolio. Part V (Accountability) tackles the balance between action and communication when it comes to accountability. In the

Urs Jäger, Managing Social Businesses: Mission, Governance, Strategy and Accountability