Governance among confounding logics: The case of depaul industries

This paper explores board decision-making in social enterprises. It argues that while dominant theoretical frameworks (agency and stakeholder theories) help to understand the challenges faced by the boards of social enterprises, they need to be complemented to account, more adequately, for challenges deriving from the confounding logics framing valuations of organizational effectiveness in social enterprises. The paper identifies pace of decision-making as a crucial variable that requires further research attention and, building on the literature on group decision and dynamics, it advances several factors that can frame the expediency (or sluggishness) with which the boards of social enterprises take decisions.