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The purpose of this study is to contribute to a better understanding of innovative forms of collaboration between different types of enterprises – aimed at scaling social impact – and address the challenges and complexities inherent to these specific types of partnerships. The particular focus is on strategic collaboration between work-integration social enterprises (WISEs) and mainstream, or for-profit enterprises (FPEs) with the shared objective to create more and better employment opportunities for disadvantaged individuals in the labour market.

This study used a qualitative research design. The total sample consisted of 16 small- and medium-sized enterprises (both WISEs and FPEs), which were selected for their proven, business-to-business revenue model and their explicit ambition to create more inclusive jobs for disadvantaged individuals. Data collection and analysis took place between 2021 and 2023 and consisted of: semi-structured interviews with representatives of the participating enterprises to get a better understanding of the way in which current partnerships operate; and co-creative research methods to facilitate change processes – within and outside these partnerships – aimed at creating more social impact.

Most collaborations between WISEs and FPEs start purely transactional, with the exchange of products or services, but once they become more familiarised with each other, the realisation of (joint) social impact becomes more significant. The ambition to further coordinate and integrate operations is prominent, but the partnership process is not without challenges and requires time, commitment and trust. So far, only few collaborations can be considered truly transformational.

This study contributes to the discussion on strategic alliances and cross-sector collaborations by providing a conceptual framework and a practical instrument to shape strategic collaboration between social enterprises and FPEs that aim to create more social impact.

This study aims to identify factors influencing attitudes towards remote work, categorise employed Latvians into proponents and opponents of remote work and analyse these groups in the work-family-community-self integration.

This study adopts the job demands-resources theory. Empirical research is based on a survey of employed Latvians (Feb–Mar 2021, n = 1,052, n = 853,200). The focus is on employed Latvians with remote work experience, constituting 534 individuals (50.7% of the sample). The sample aligns with the demographic profile of employed Latvians, with data weighted by age and sex (across 12 age–sex combinations) from the Central Statistical Bureau of Latvia. Research hypotheses include identification of “discriminatory” factors influencing the attitudes towards remote work, distinguishing between proponents and opponents; examination of distinct job demands and resources related to the work-family-community-self integration within the groups of proponents and opponents of remote work.

Survey results indicate that 11.2% respondents worked remotely before the COVID-19 pandemic, typically without formalisation. Among those with remote work experience, 40% support it, whereas 60% oppose it. Rather than social and demographics or employer support, work-related values play the most significant role in shaping attitudes. Proponents generally acquire more job resources than demands through remote work, fostering the work-family-community-self integration; conversely, opponents experience the opposite trend.

This study provides empirical insights into the attitudes of employed Latvians towards remote work in the work-family-community-self integration, using the job demands-resources model. Notably, it innovatively evaluates the institutionalisation of remote work.

The purpose of this paper is to investigate how horizontal collaboration aids organisations in responding to modern slavery legislation and in gaining a socially sustainable competitive advantage.

Action research has been conducted in the textiles and fashion industry and a relational perspective adopted to interpret five collaborative initiatives taken to tackle modern slavery (e.g. joint training and supplier audits). The primary engagement has been with a multi-billion pound turnover company and its collaborations with 35 brands/retailers. A non-government organisation and a trade body have also participated.

Successful horizontal collaboration is dependent on both relational capital and effective (formal and informal) governance mechanisms. In collaborating, firms have generated relational rents and reduced costs creating a socially sustainable competitive advantage, as suggested by the relational perspective. Yet, limits to horizontal collaboration also exist.

The focus is on one industry only, hence there is scope to extend the study to other industries or forms of collaboration taking place across industries.

Successful horizontal collaborative relationships rely on actors having a similar mindset and being able to decouple the commercial and sustainability agendas, especially when direct competitors are involved. Further, working with non-business actors can facilitate collaboration and provide knowledge and resources important for overcoming the uncertainty that is manifest when responding to new legislation.

Social sustainability improvements aim to enhance ethical trade and benefit vulnerable workers.

Prior literature has focussed on vertical collaboration with few prior studies of horizontal collaboration, particularly in a socially sustainable supply chain context. Moreover, there has been limited research into modern slavery from a supply chain perspective. Both successful and unsuccessful initiatives are studied, providing insights into (in)effective collaboration.

The purpose of this paper is to examine the career shocks of Red Cross (RC) of Serbia staff and volunteers providing aid during the 2016 migrants’ influx. Specifically, the authors explore what the volatile environment in which RC staff and volunteers work can teach us about career shocks, and what makes a career shock for people whose everyday work entails stressful events.

This study examined a number of anecdotes that reflect the career shock construct to a greater or lesser extent. These anecdotes were developed by RC staff and volunteers as part of a communications training storytelling exercise.

The authors analyzed these events from the perspective of recent developments in career shocks research and examined whether the anecdotes contained elements that would enable us to differentiate between career shocks and stressors. Those anecdotes found to be the most prototypical of career shocks, as opposed to stressors, were found to instigate in-depth reflection about the career, were identity related, and had a tangible career impact. Shocking events in the eyes of RC people entailed work demands that go beyond expectations, excessive media scrutiny, and conflicting values. The authors discuss how organizational values, fostering person–organization fit, providing organizational and collegial support, and deploying “weathered” staff, could comprise the “vaccine” that makes the organization immune to career shocks.

By taking a data before theory approach to the study of career shocks, this paper provides a novel perspective on the lived experiences of RC people, and how such experiences may be classified into career shocks or stressors.

This study examines the relationship between the use of management controls and the perception of meaningful work. Meaningful work is an important driver of individual performance of managers, and employees and can be enabled by sufficient use of management controls. The purpose of this paper is to address this issue.

Based on bibliometric analyses and a structured literature review of academic research studies from the organizational, management and accounting literature, the authors develop a conceptual model of the relationship between the use of management controls and the perception of meaningful work.

First, the authors propose that the use of formal management controls in a system (i.e. the levers of the control framework) is more powerful than using unrelated formal controls only. Second, they suggest that the interaction of a formal control system together with informal controls working as a control package can even stretch the perception of meaningful work. Third, they argue that the intensity of the control use matters to enhance the perception of meaningful work (inverted u-shaped relationship).

This study presents the first conceptual model of the relationship between the use of management controls and the perception of meaningful work. It provides valuable implications for practice and future research in the field of performance management.