Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/90317
DC FieldValueLanguage
dc.contributorDepartment of Applied Social Sciencesen_US
dc.creatorWu, Jen_US
dc.creatorChen, Jen_US
dc.date.accessioned2021-06-16T06:35:13Z-
dc.date.available2021-06-16T06:35:13Z-
dc.identifier.issn0045-3102en_US
dc.identifier.urihttp://hdl.handle.net/10397/90317-
dc.language.isoenen_US
dc.publisherOxford University Pressen_US
dc.subjectChinaen_US
dc.subjectFounder-CEOen_US
dc.subjectProfessional backgrounden_US
dc.subjectSocial work organisationen_US
dc.subjectStrategic resource mobilisationen_US
dc.titleStrategic resource mobilisation amongst founder-CEOs of social work organisations in Mainland Chinaen_US
dc.typeJournal/Magazine Articleen_US
dc.identifier.doi10.1093/bjsw/bcab091en_US
dcterms.abstractDrawing on data from in-depth interviews with twenty-one founder-CEOs of social work organisations (SWOs) in Mainland China, this article develops the concept of ‘strategic resource mobilisation’ and investigates how founder-CEOs’ professional backgrounds influence their mobilisation of resources in three areas—funding, human resources and government relations. We find that founder-CEOs adopt different strategies in mobilising resources, presenting distinct advantages and disadvantages according to their professional background. In particular, founder-CEOs affiliated with universities are viewed with trust and respect by the government and have social work students as human resources but report a lack of management skills; founderCEOs from a business background have wider access to financial support and make good use of their management experiences and skills but are challenged by frontline social workers; and founder-CEOs with prior government experience rely on connections with officials to secure funding but face greater administrative constraints. The findings provide valuable insights for SWO executives to better assess their organisational capacity, leadership and management. The research further suggests that, to ensure the sustainable development of SWOs in Mainland China, government policies could be introduced to help diversify the funding sources, and efforts should be made to improve the partnership between the government and SWOs.en_US
dcterms.accessRightsembargoed accessen_US
dcterms.bibliographicCitationBritish journal of social work, Online first, https://doi.org/10.1093/bjsw/bcab091en_US
dcterms.isPartOfBritish journal of social worken_US
dcterms.issued2021-
dc.identifier.eissn1468-263Xen_US
dc.description.validate202106 bcvcen_US
dc.description.oaNot applicableen_US
dc.identifier.FolderNumbera0926-n01-
dc.identifier.SubFormID2140-
dc.description.fundingSourceSelf-fundeden_US
dc.description.pubStatusEarly releaseen_US
dc.date.embargo0000-00-00 (to be updated)en_US
Appears in Collections:Journal/Magazine Article
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Embargo End Date 0000-00-00 (to be updated)
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