Creating social value within and between organisations

Raiden, A; Loosemore, M; King, A; Gorse, C

Creating social value within and between organisations

Raiden, A Loosemore, M

King, A Gorse, C

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Publisher:: Routledge
Publication Type:: Chapter
Citation:: Social Value in Construction, 2019, pp. 69-92
Issue Date:: 2019-12-07

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Field	Value	Language
dc.contributor.author	Raiden, A
dc.contributor.author	Loosemore, M https://orcid.org/0000-0002-3189-4655
dc.contributor.author	King, A
dc.contributor.author	Gorse, C
dc.date.accessioned	2022-12-24T00:26:02Z
dc.date.available	2022-12-24T00:26:02Z
dc.date.issued	2019-12-07
dc.identifier.citation	Social Value in Construction, 2019, pp. 69-92
dc.identifier.isbn	9781315100807
dc.identifier.uri	http://hdl.handle.net/10453/164549
dc.description.abstract	This chapter discusses different ways of creating social value. We first present ideas about strategic, organisation level thinking. We highlight a partnership model which construction firms may find useful in co-creating social value in collaboration with public sector and non-profit organisations. We identify social enterprises as one way of organising operations so that a social or an environmental mission, rather than profitability, is at the heart of the business model. We then discuss creating social value through employment practices. Our focus with regards to employment is on employability, understanding labour markets, and pay as some of the key themes relevant for creating social value as an integral element of socially aware management and operations. We also discuss training and apprenticeships as important ways in which organisations can set up specific, targeted programmes for creating social value, before concluding the chapter with a model: how to achieve social return on investment by embedding social value in strategy and practice.
dc.format.extent	11
dc.language	en
dc.publisher	Routledge
dc.relation.ispartof	Social Value in Construction
dc.relation.isbasedon	10.1201/9781315100807-5
dc.rights	info:eu-repo/semantics/closedAccess
dc.title	Creating social value within and between organisations
dc.type	Chapter
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
utslib.copyright.status	closed_access	*
pubs.consider-herdc	false
dc.date.updated	2022-12-24T00:26:01Z
pubs.place-of-publication	UK
pubs.publication-status	Published
dc.location	UK

Abstract:

This chapter discusses different ways of creating social value. We first present ideas about strategic, organisation level thinking. We highlight a partnership model which construction firms may find useful in co-creating social value in collaboration with public sector and non-profit organisations. We identify social enterprises as one way of organising operations so that a social or an environmental mission, rather than profitability, is at the heart of the business model. We then discuss creating social value through employment practices. Our focus with regards to employment is on employability, understanding labour markets, and pay as some of the key themes relevant for creating social value as an integral element of socially aware management and operations. We also discuss training and apprenticeships as important ways in which organisations can set up specific, targeted programmes for creating social value, before concluding the chapter with a model: how to achieve social return on investment by embedding social value in strategy and practice.

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http://hdl.handle.net/10453/164549