<abstract xmlns="http://www.w3.org/1999/xhtml"><p>In this article, we summarize the dominant experiences, discussions, and judgments of Flemish SSE-organizations joining emerging public multi-actor networks to tackle the socioeconomic challenge of economic inclusion. Based on a longitudinal qualitative research track combining case-study research, focus group research and action research (i.e. pilot studies), we recently find out that the initial enthusiasm, willingness and interest of SSE-organizations to participate has gradually been replaced by emerging feelings of cautiousness, disappointment, and frictions. When considering the dominant underlying classical rational management paradigm of these networks, we can better understand the precise nature and origin of these growing frictions. As such, emerging strategic network paradigms seem to provoke serious dilemmas. Based on our research results these frictions relate to (i) the reasons for being invited to participate, (ii) the meaning of related concepts (i.e. quality, professionalism, and innovation), (iii) the assumed disturbance of competition, and (iv) the pressure of isomorphic management models.</p></abstract>

In this article, we summarize the dominant experiences, discussions, and judgments of Flemish SSE-organizations joining emerging public multi-actor networks to tackle the socioeconomic challenge of economic inclusion. Based on a longitudinal qualitative research track combining case-study research, focus group research and action research (i.e. pilot studies), we recently find out that the initial enthusiasm, willingness and interest of SSE-organizations to participate has gradually been replaced by emerging feelings of cautiousness, disappointment, and frictions. When considering the dominant underlying classical rational management paradigm of these networks, we can better understand the precise nature and origin of these growing frictions. As such, emerging strategic network paradigms seem to provoke serious dilemmas. Based on our research results these frictions relate to (i) the reasons for being invited to participate, (ii) the meaning of related concepts (i.e. quality, professionalism, and innovation), (iii) the assumed disturbance of competition, and (iv) the pressure of isomorphic management models.

The Rise of Public Networks for Economic Inclusion: Strategic Dilemmas Experienced by Flemish SSE-Organizations

Management Dynamics in the Knowledge Economy

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

In this article, we summarize the dominant experiences, discussions, and judgments of Flemish SSE-organizations joining emerging public multi-actor networks to...

The Rise of Public Networks for Economic Inclusion: Strategic Dilemmas Experienced by Flemish SSE-Organizations

Pubblicato online: 13 apr 2020

Pagine: 11 - 29

Ricevuto: 27 nov 2019

Accettato: 25 feb 2020

DOI: https://doi.org/10.2478/mdke-2020-0002

Parole chiave
social and solidarity economy (SSE), network management, strategic paradigms, economic inclusion, Flanders

© 2020 Nathalie Vallet et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

The Rise of Public Networks for Economic Inclusion: Strategic Dilemmas Experienced by Flemish SSE-Organizations

Pubblicato online: 13 apr 2020

Pagine: 11 - 29

Ricevuto: 27 nov 2019

Accettato: 25 feb 2020

DOI: https://doi.org/10.2478/mdke-2020-0002

Parole chiavesocial and solidarity economy (SSE), network management, strategic paradigms, economic inclusion, Flanders

© 2020 Nathalie Vallet et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Parole chiave
social and solidarity economy (SSE), network management, strategic paradigms, economic inclusion, Flanders