References of "Mouchamps, Hugues"
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See detailWeighing Elephants with Kitchen Scales. The relevance of traditional performance measurement tools for social enterprises
Mouchamps, Hugues ULg

in International Journal of Productivity & Performance Management (2014), 63(6), 727-745

Purpose – The purpose of this paper is to analyze whether the use of current performance tools is consistent with the specific features of social enterprises. Design/methodology/approach – In a first ... [more ▼]

Purpose – The purpose of this paper is to analyze whether the use of current performance tools is consistent with the specific features of social enterprises. Design/methodology/approach – In a first phase, the main performance tools are divided into strategic planning tools, reporting tools and economic optimization techniques. In a second phase, 15 criteria emerge from a literature review to characterize the specific features of social enterprises. These criteria are brought together into an analytical framework, which makes it possible to analyze the relevance of each performance tool in relation to the specific features of social enterprises. Findings – What comes out of the analysis is that the tools globally fail to account for the specific features of social enterprises. That none of them met more than half of the criteria suggests the need for new performance tools based on strong theoretical bases. [less ▲]

Detailed reference viewed: 24 (2 ULg)
See detailL'économie sociale, historique et état des lieux
Mouchamps, Hugues ULg; Mernier, Amélie ULg

Conference given outside the academic context (2013)

Detailed reference viewed: 27 (3 ULg)
See detailLe volontariat, quelle(s) professionalisation(s) ?
Mouchamps, Hugues ULg

Conference given outside the academic context (2013)

Detailed reference viewed: 19 (7 ULg)
See detailLes compétences des gestionnaires en économie sociale
Mouchamps, Hugues ULg

Conference given outside the academic context (2013)

Detailed reference viewed: 14 (1 ULg)
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See detailApproaches of organizational effectiveness applied to social enterprises
Mouchamps, Hugues ULg

Conference (2013, October 25)

This speech aims to address two theoretical challenges to which every scholar interested in the performance of social enterprises is confronted: the problem of defining what performance exactly is and the ... [more ▼]

This speech aims to address two theoretical challenges to which every scholar interested in the performance of social enterprises is confronted: the problem of defining what performance exactly is and the integration of the complexity inherent to social enterprises in the definition of performance (Speckbacher, 2003; Meadows and Pike, 2010; Samples and Austin, 2009; Polonsky and Grau, 2008). Our point is that the performance literature does not currently provide satisfying answers to these challenges. The first challenge identified is the confusion in the literature surrounding the definition of organizational performance (Quinn & Rohrbaugh, 1983). Performance scholars contributed to this confusion by each using an own definition of performance unrelated to any wider theoretical framework or by even bypassing the definition issue (Campbell, 1977). As they rarely share common definitions of performance, the accumulation of a body of common knowledge remains illusionary. In any case, performance scholars stick to isolated definitions and hardly recognize that multiple contingent definitions of performance can coexist in a consistent framework. The second challenge is closely related to the first one as it also concerns the definition of performance. For social enterprises, the performance definition step is an essential issue because, unlike for-profit corporations often do, relying only on straightforward performance indicators such as financial ratios would not be sufficient. Therefore they have to work on with a more complex definition of performance, which forces them to deepen the definition issue even more carefully. These challenges are addressed in the two sections of this paper. The first challenge is tackled in the first section of the paper, in which we compare the relative advantages of two bodies of literature likely to serve as basis for the definition of performance for social enterprises. This first section concludes with the relevance of rejuvenating an old body of literature, namely “organizational effectiveness” , which is likely to provide answers to the confusion plaguing the definition issue in the performance literature. Based on that theoretical finding, we develop a second section in which we review the OE literature to deal with the second challenge. This body of literature can potentially offer strong theoretical bases to integrate the complexity of social enterprises, except that the interrelationships between the existing OE approaches have never been explicitly stressed up to now. Therefore we address this research gap by setting up a framework articulating the existing OE approaches, which can open the way to integrate the complexity of social enterprises. [less ▲]

Detailed reference viewed: 29 (7 ULg)
See detailCoopératives et démocratie participative
Mouchamps, Hugues ULg

Conference given outside the academic context (2013)

Detailed reference viewed: 23 (5 ULg)
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See detailResurrecting an old body of literature to define the performance of social enterprises
Mouchamps, Hugues ULg

Conference (2013, July 02)

This speech aims to address two theoretical challenges to which every scholar interested in the performance of social enterprises is confronted: the problem of defining what performance exactly is and the ... [more ▼]

This speech aims to address two theoretical challenges to which every scholar interested in the performance of social enterprises is confronted: the problem of defining what performance exactly is and the integration of the complexity inherent to social enterprises in the definition of performance (Speckbacher, 2003; Meadows and Pike, 2010; Samples and Austin, 2009; Polonsky and Grau, 2008). Our point is that the performance literature does not currently provide satisfying answers to these challenges. The first challenge identified is the confusion in the literature surrounding the definition of organizational performance (Quinn & Rohrbaugh, 1983). Performance scholars contributed to this confusion by each using an own definition of performance unrelated to any wider theoretical framework or by even bypassing the definition issue (Campbell, 1977). As they rarely share common definitions of performance, the accumulation of a body of common knowledge remains illusionary. In any case, performance scholars stick to isolated definitions and hardly recognize that multiple contingent definitions of performance can coexist in a consistent framework. The second challenge is closely related to the first one as it also concerns the definition of performance. For social enterprises, the performance definition step is an essential issue because, unlike for-profit corporations often do, relying only on straightforward performance indicators such as financial ratios would not be sufficient. Therefore they have to work on with a more complex definition of performance, which forces them to deepen the definition issue even more carefully. These challenges are addressed in the two sections of this paper. The first challenge is tackled in the first section of the paper, in which we compare the relative advantages of two bodies of literature likely to serve as basis for the definition of performance for social enterprises. This first section concludes with the relevance of rejuvenating an old body of literature, namely “organizational effectiveness” , which is likely to provide answers to the confusion plaguing the definition issue in the performance literature. Based on that theoretical finding, we develop a second section in which we review the OE literature to deal with the second challenge. This body of literature can potentially offer strong theoretical bases to integrate the complexity of social enterprises, except that the interrelationships between the existing OE approaches have never been explicitly stressed up to now. Therefore we address this research gap by setting up a framework articulating the existing OE approaches, which can open the way to integrate the complexity of social enterprises. [less ▲]

Detailed reference viewed: 23 (7 ULg)
See detailProspective de l'économie sociale bruxelloise à 10 ans
Mouchamps, Hugues ULg

Conference given outside the academic context (2013)

Detailed reference viewed: 12 (3 ULg)
See detailL'évaluation de la performance dans les associations
Mouchamps, Hugues ULg

Conference given outside the academic context (2013)

Detailed reference viewed: 20 (2 ULg)
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See detailEntrepreneuriat social : définitions, ressorts et défis
Huybrechts, Benjamin ULg; Nicholls, Alex; Mouchamps, Hugues ULg

in Bayle, Emmanuel; Dupuis, Jean-Claude (Eds.) Management des entreprises de l'économie sociale et solidaire (2012)

L'entrepreneuriat social est un concept en vogue depuis une dizaine d’années. Souvent illustré par des « success stories » provenant des quatre coins du monde dans divers secteurs (santé, éducation ... [more ▼]

L'entrepreneuriat social est un concept en vogue depuis une dizaine d’années. Souvent illustré par des « success stories » provenant des quatre coins du monde dans divers secteurs (santé, éducation, finance, culture, etc.), le concept s'impose progressivement dans le monde de l'entreprise, ainsi que dans les sphères académiques et politiques (Boschee 2006; Light 2008; Nicholls 2006b; Nyssens 2006). En plus de transformer les marchés existants, l'entrepreneuriat social a aussi contribué à créer de nouveaux marchés et de nouvelles niches, dans des domaines tels que le commerce équitable (Huybrechts 2012; Nicholls 2010a) ou la micro-finance (Armendáriz de Aghion & Morduch 2005; Battilana & Dorado 2010). Cette dernière est souvent présentée comme le porte-drapeau de l'entrepreneuriat social, notamment depuis que la Grameen Bank et son fondateur Mohammed Yunus se sont vu décerner le Prix Nobel de la Paix. Pratiquement absents des recherches universitaires avant la fin des années 90, l'entrepreneuriat social et les entreprises sociales sont devenus des thèmes de recherche importants depuis lors (Dacin et al. 2010; Defourny & Nyssens 2008b; Fayolle & Matlay 2010; Short et al. 2009), comme en témoigne le nombre croissant d'articles et de livres qui y sont consacrés . Des numéros spéciaux de différents journaux ont mis l'accent sur l'entrepreneuriat social et au moins deux nouveaux journaux ont vu le jour pour traiter spécifiquement de cette thématique et de sujets proches . Bien qu'il soit généralement bien admis que l'entrepreneuriat social et les entreprises sociales restent des notions fort contextuelles – donc contestables – qui peuvent être interprétées de différentes manières suivant l'idéologie et les objectifs des institutions qui les utilisent (Dart 2004; Dey & Steyaert 2010; Nicholls 2010c), certains traits communs commencent néanmoins à faire consensus au sein de la communauté scientifique. Le but de la première section est de présenter et de définir la notion d'entrepreneuriat social. Ensuite, l’entrepreneuriat social est comparé à d’autres notions proches mais néanmoins distinctes. La troisième section se penche sur les origines et les motivations de l'entrepreneuriat social dans une perspective historique. Dans la quatrième section, nous proposons quelques pistes pour mesurer l’ampleur du phénomène. Finalement, les conclusions de ce chapitre évoquent un certain nombre de défis à relever pour les acteurs de terrain, le monde politique et les chercheurs. [less ▲]

Detailed reference viewed: 382 (21 ULg)
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See detailLa gestion de la performance des entreprises sociales
Crutzen, Nathalie ULg; Mouchamps, Hugues ULg

in Davagle, Michel (Ed.) La bonne gouvernance dans les ASBL (2011)

Detailed reference viewed: 145 (38 ULg)
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See detailOverview of performance evaluation tools and their relevance to social enterprises
Mouchamps, Hugues ULg

Conference (2011, July 05)

This paper reviews a broad range of performance evaluation tools available for social enterprises and compare them. Therefore we develop an analytical framework based on the specificities of social ... [more ▼]

This paper reviews a broad range of performance evaluation tools available for social enterprises and compare them. Therefore we develop an analytical framework based on the specificities of social enterprises and on performance management theory. This framework incorporates the most relevant criteria that will allow to determine whether a tool includes the ideal characteristics to evaluate performance in social enterprises and to what extent. Three of the most representative and widespread tools, the balanced scorecard, the social return on investment and the global reporting initiative framework, are then studied and compared through this analytical framework. [less ▲]

Detailed reference viewed: 114 (17 ULg)
See detailA global overview of performance evaluation
Mouchamps, Hugues ULg

Conference (2011, March 04)

Performance evaluation presents two specific difficulties for social enterprises. At the one hand, it is complex to define what performance is, to measure the factors impacting performance through ... [more ▼]

Performance evaluation presents two specific difficulties for social enterprises. At the one hand, it is complex to define what performance is, to measure the factors impacting performance through indicators, and to sum up the scores of all the indicators. At the other hand, performance evaluation should vary with the purpose of the evaluation and the type of organization. Thus the characteristics of an ideal performance evaluation tool for social enterprises should both reflect this complexity and be contingent. [less ▲]

Detailed reference viewed: 63 (15 ULg)
See detailLa commercialisation des produits éthiques: études de cas dans les secteurs de l'alimentation bio et équitable
Mouchamps, Hugues ULg

Master's dissertation (2003)

Social enterprises commercializing ethical products present shortcomings in their marketing strategies, especially in the place and promotion dimensions.

Detailed reference viewed: 67 (9 ULg)