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This work focuses on the implication of multi-partner management on the strategic practices of a particular type of social enterprise: the cooperative society of collective interest (SCIC). SCICs are new types of cooperative enterprises that offer a market response to a societal demand (social utility object), all within a "multi-interest" organization. These two specificities obviously have an impact on their strategic practices (i.e., both on the project and on the strategic process) by feeding the reflection but also by generating tensions. We will try to show to what extent these contributions and tensions appear and how they are experienced by the actors and conveyed by the strategic documents. To do this, we will rely on the testimonies of seven Scic managers from Languedoc-Roussillon. As the field of governance of multi-stakeholder enterprises is still "undeveloped", we will mobilize various disciplines and works, sometimes a priori far from cooperative considerations but nevertheless relevant in the process of construction of the object.
This work focuses on the implication of multi-partner management on the strategic practices of a particular type of social enterprise: the cooperative society of collective interest (SCIC). SCICs are new types of cooperative enterprises that offer a market response to a societal demand (social utility object), all within a "multi-interest" organization. These two specificities obviously have an impact on their strategic practices (i.e., both on the project and on the strategic process) by feeding the reflection but also by generating tensions. We will try to show to what extent these contributions and tensions appear and how they are experienced by the actors and conveyed by the strategic documents. To do this, we will rely on the testimonies of seven Scic managers from Languedoc-Roussillon. As the field of governance of multi-stakeholder enterprises is still "undeveloped", we will mobilize various disciplines and works, sometimes a priori far from cooperative considerations but nevertheless relevant in the process of construction of the object.
This work focuses on the implication of multi-partner management on the strategic practices of a particular type of social enterprise: the cooperative society of collective interest (SCIC). SCICs are new types of cooperative enterprises that offer a market response to a societal demand (social utility object), all within a "multi-interest" organization. These two specificities obviously have an impact on their strategic practices (i.e., both on the project and on the strategic process) by feeding the reflection but also by generating tensions. We will try to show to what extent these contributions and tensions appear and how they are experienced by the actors and conveyed by the strategic documents. To do this, we will rely on the testimonies of seven Scic managers from Languedoc-Roussillon. As the field of governance of multi-stakeholder enterprises is still "undeveloped", we will mobilize various disciplines and works, sometimes a priori far from cooperative considerations but nevertheless relevant in the process of construction of the object.