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This paper aims to provide an overview of the New Zealand social enterprise (SE) landscape, identifying key influences, enablers of and barriers to SE. Initial mapping is undertaken to identify types of SE in New Zealand. The paper contributes to the wider International Comparative Social Enterprise Models mapping project.

Data collection combined reviews of previous scholarship with interviews with staff in SEs.

The New Zealand SE landscape is still emerging. The redevelopment of Christchurch following the 2010 and 2011 earthquakes has provided many opportunities for SE growth. Government support has been limited but is at least growing in terms of recognition. In 2014, the government provided base funding for developing SE infrastructure and capacity building, which is primarily delivered through the intermediary Akina Foundation. Resourcing is a key barrier to SE growth. Four main models of SE are evident: trading not-for-profits, community economic development, business-oriented social innovation and Maori enterprises.

The mapping presented is only a snap shot of current status, rather than a static model. Growth and developments in SE will see each category move as their SE activities develop.

Identifying and better understanding barriers and enablers will help further advance development of SE in New Zealand.

Scholarship on SE in New Zealand is limited. This paper brings together key literature as well as provides an initial attempt at mapping the SE landscape. Doing so provides a starting point for further discussion and analysis.

The purpose of this paper is to explore the concepts of social enterprise (SE) and corporate social responsibility (CSR). Both terms are regarded as pivotal but somewhat related when discussed in scholarship. Despite this few attempts have been made to isolate the manner in which they connect.

In this paper the authors attempt to unpack these two terms in order to isolate key areas of overlap in their use and operationalization. In doing so, the authors address the call for work to synthesize the highly fragmented literature.

The paper demonstrates that, while SE and CSR retain a unique place in the business-society landscape, there is indeed an overlap between the two. The generation of value – social, collaborative, or strategic – appears to be a central theme that connects the two concepts.

The authors offer a detailed discussion of how SE and CSR have contributed to scholarship, and demonstrate that the two terms are indeed interrelated on many levels.

The purpose of this paper is to share anecdotally how the pandemic is affecting children, families and some of the frontline local services that support them across three continents.

Three members of Family for Every Child across three continents detail some of the day-to-day challenges they are facing in their work with children and families as a result of the coronavirus pandemic.

Social distancing and fear of the virus are hampering front line organisations in Africa, Europe and South America, bringing additional challenges to keeping children safe.

These three case studies give a snapshot of the issues faced by three non-governmental children’s organisations over three continents during July 2020.

Social enterprise in New Zealand is still in its infancy, with no recognised framework to inform knowledge of current or future developments. In this exploratory paper, the aim is to consider four influences which are shaping the development of social enterprise in New Zealand.

A critical‐appreciative lens utilising Habermas' concepts of the lifeworld and system informs the consideration of these influences.

Four distinct cultural and historical influences are proposed as contributing to the scope and “flavour” of social enterprise developing in New Zealand: socio‐cultural norms, e.g. “Kiwi ingenuity”; the neoliberal reforms initiated by successive governments during the 1980s; Crown settlements in relation to breaches of the principles of 1840 Treaty of Waitangi; New Zealanders' as international citizens.

The paper shows how feedback and dialogue across the sectors, at local, national and international levels, is now required to determine how other scholars, practitioners and policy makers perceive this proposed initial framework.

Over the past decade, there has been growing international interest in shaping local organisational cultures in primary healthcare. However, the contextual relevance of extant culture assessment instruments to the primary care context has been questioned. The aim of this paper is to derive a new contextually appropriate understanding of the key dimensions of primary care medical practice organisational culture and their inter-relationship through a synthesis of published qualitative research.

A systematic search of six electronic databases followed by a synthesis using techniques of meta-ethnography involving translation and re-interpretation.

A total of 16 papers were included in the meta-ethnography from the UK, the USA, Canada, Australia and New Zealand that fell into two related groups: those focused on practice organisational characteristics and narratives of practice individuality; and those focused on sub-practice variation across professional, managerial and administrative lines. It was found that primary care organisational culture was characterised by four key dimensions, i.e. responsiveness, team hierarchy, care philosophy and communication. These dimensions are multi-level and inter-professional in nature, spanning both practice and sub-practice levels.

The research contributes to organisational culture theory development. The four new cultural dimensions provide a synthesized conceptual framework for researchers to evaluate and understand primary care cultural and sub-cultural levels.

The synthesised cultural dimensions present a framework for practitioners to understand and change organisational culture in primary care teams.

The research uses an innovative research methodology to synthesise the existing qualitative research and is one of the first to develop systematically a qualitative conceptual framing of primary care organisational culture.

Under the British Government’s current plan, the devolution of authority for civil service pay will be complete in 1996, with all departments and agencies receiving control over the pay of their employees. The process of pay delegation began some years ago with selected Next Steps executive agencies. What lessons does the progress of the Conservative administration’s pay reform programme hold for the future? In examining the success that the government has had so far with delegation of pay to executive agencies, centres on primary research involving a postal survey of executive agencies and in‐depth interviews with several agency human resources directors. Provides an insight into the shape that pay reform is likely to take as further devolution occurs. Reform is unlikely to be either as rapid, coherent or concerted as the government would like. Concludes that while there is little question that change is occurring, its pace has not kept up with the government’s deadlines, and its form is only partially in line with the government’s stated objectives. Identifies several factors explaining the slow progress, most importantly: the internal inconsistencies among the government’s pay reform objectives; the uncertain environment in which many agencies are operating; agencies’ lack of resources; and a failure to take account of the institutional context.

The purpose of this article is to provide answers to two questions: what has been the impact of nGMS on practice organisation and teamwork; and how do general practice staff perceive the impact?

The article is based on comparative in‐depth case studies of four UK practices.

There was a discrepancy between changes observed and the way practice staff described the impact of the contract. Similar patterns of organisational change were apparent in all practices. Decision‐making became concentrated in fewer hands. Formally or informally constituted “elite” multidisciplinary groups monitored and controlled colleagues' behaviour for maximum performance and remuneration. This convergence of organisational form was not reflected in the dominant “story” each practice constructed about its unique ethos and style. The “stories” also failed to detect negative consequences to the practice flowing from its adaptation to the contract.

The paper highlights how collective “sensemaking” in practices may fail to detect and address key organisational consequences from the nGMS.

This paper aims to summarise a contribution to the International Comparative Social Enterprise Models (ICSEM) Project from the United Arab Emirates (UAE). It particularly highlights the relevance of the social constructionist approach adopted in the study to investigate and make sense of the social enterprise concept as an imported concept in a new environment.

This approach is used as a thread to follow through the structure proposed by the ICSEM Project, namely, to look at the concept in context, to identify social enterprise models and establish a typology, as well as to describe institutional trajectories shaping the models. This paper highlights the constructs and institutional trajectories shaping the concept, and the main findings of the study when identifying the models and establishing the typology, based on an in-depth survey of 12 social enterprises in the UAE.

While this typology can be considered as a preliminary one, it reveals creative recurrent models, with the state and private sector involved as incubators. Although the UAE offers a tax-free environment, the lack of a legal and regulatory system conducive to social enterprises seems to hamper the opportunities for them to develop and scale up.

This contribution is the first study to investigate the ecosystem of social enterprise and its deriving models, and to propose a preliminary typology in the UAE.