Virtuous circle: Human capital and human resource management in social enterprises
基于对20位英国社会企业CEO、人力资源总监和经理的访谈，发现“关怀伦理”是第三部门人力资源管理决策的核心，并识别出五种员工类型，提出差异化人力资源管理系统和良性循环模型，帮助社会企业实现双重使命。
Abstract The majority of the extant research on human resource management (HRM) draws conclusions based on evidence from for‐profit organizations. In response to calls for the exploration of HRM in different contexts, this study focuses on understanding HRM in the context of social enterprises. The unique context of social enterprises and their unique workforce raise questions about the direct applicability of frameworks developed from examining HRM in for‐profit organizations. The narratives provided by 20 CEOs, HR directors, and managers of social enterprises in the United Kingdom highlight the importance of “ethics of care” as the core of the HRM‐related decisions in the “third sector.” In addition, we identify five distinct workforce categories and propose a typology of differentiated HRM systems that enable social enterprises to achieve their dual mission. Finally, we propose a “virtuous circle” model, highlighting “ethics of care” as the main driver for organizational outcomes, using differentiated HRM systems that better serve their needs.