Please use this identifier to cite or link to this item:
http://hdl.handle.net/10397/90317
DC Field | Value | Language |
---|---|---|
dc.contributor | Department of Applied Social Sciences | en_US |
dc.creator | Wu, J | en_US |
dc.creator | Chen, J | en_US |
dc.date.accessioned | 2021-06-16T06:35:13Z | - |
dc.date.available | 2021-06-16T06:35:13Z | - |
dc.identifier.issn | 0045-3102 | en_US |
dc.identifier.uri | http://hdl.handle.net/10397/90317 | - |
dc.language.iso | en | en_US |
dc.publisher | Oxford University Press | en_US |
dc.rights | © The Author(s) 2021. Published by Oxford University Press on behalfof The British Association of Social Workers. All rights reserved. | en_US |
dc.rights | This is a pre-copyedited, author-produced PDF of an article accepted for publication in British Journal of Social Work following peer review. The version of record Juan Wu, Juan Chen, Strategic Resource Mobilisation amongst Founder-CEOs of Social Work Organisations in Mainland China, The British Journal of Social Work, Volume 52, Issue 2, March 2022, Pages 1129–1148 is available online at: https://doi.org/10.1093/bjsw/bcab091. | en_US |
dc.subject | China | en_US |
dc.subject | Founder-CEO | en_US |
dc.subject | Professional background | en_US |
dc.subject | Social work organisation | en_US |
dc.subject | Strategic resource mobilisation | en_US |
dc.title | Strategic resource mobilisation amongst founder-CEOs of social work organisations in Mainland China | en_US |
dc.type | Journal/Magazine Article | en_US |
dc.identifier.spage | 1129 | en_US |
dc.identifier.epage | 1148 | en_US |
dc.identifier.volume | 52 | en_US |
dc.identifier.issue | 2 | en_US |
dc.identifier.doi | 10.1093/bjsw/bcab091 | en_US |
dcterms.abstract | Drawing 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.accessRights | open access | en_US |
dcterms.bibliographicCitation | British journal of social work, Mar. 2022, v. 52, no. 2, p. 1129-1148 | en_US |
dcterms.isPartOf | British journal of social work | en_US |
dcterms.issued | 2022-03 | - |
dc.identifier.eissn | 1468-263X | en_US |
dc.description.validate | 202106 bcvc | en_US |
dc.description.oa | Accepted Manuscript | en_US |
dc.identifier.FolderNumber | a0926-n01 | - |
dc.identifier.SubFormID | 2140 | - |
dc.description.fundingSource | Self-funded | en_US |
dc.description.pubStatus | Published | en_US |
dc.description.oaCategory | Green (AAM) | en_US |
Appears in Collections: | Journal/Magazine Article |
Files in This Item:
File | Description | Size | Format | |
---|---|---|---|---|
Wu_Strategic_Resource_Mobilisation.pdf | Pre-Published version | 1.21 MB | Adobe PDF | View/Open |
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