With environmental degradation and other social ills on the rise, demand for businesses to perform social action is growing (Robertson, 2014). Yet, most Commercial enterprises take a diminutive view of social projects, and many Social enterprises flounder in the harsh realities of commerce (Austin, Stevenson, and Wei-Killern, 2012). To improve all enterprises’ social performance, the paper introduces the Social Project Grid, a dual-factor assessment tool which prioritizes social projects for better managerial oversight. In specific, it compares social projects on their Resource Use and Outcome Clarity to highlight which projects are successful and which are in trouble. Not only is the Grid generalizable across social projects but it also offers guidance for social strategy. The more managers improve their social project performance, the more successful their enterprises will be in this emerging social marketplace.
"A Model for Better Social Project Management,"
Journal of Vincentian Social Action: Vol. 3:
2, Article 4.
Available at: https://scholar.stjohns.edu/jovsa/vol3/iss2/4
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