Jim McLoughlin

A strategic approach to social impact measurement of social enterprises: The SIMPLE methodology

Purpose – The purpose of this paper is to develop a coherent and robust methodology for social impact measurement of social enterprises (SEs) that would provide the conceptual and practical bases for training and embedding.Design/methodology/approach – The paper presents a holistic impact measurement model for SEs, called social impact for local economies (SIMPLEs). The SIMPLE impact model and methodology have been tried and tested on over 40 SEs through a series of three day training courses, and a smaller number of test cases for embedding. The impact model offers a five‐step approach to impact measurement called SCOPE IT; MAP IT; TRACK IT; TELL IT and EMBED IT. These steps help SE managers to conceptualise the impact problem; identify and prioritise impacts for measurement; develop appropriate impact measures; report impacts and embed the results in management decision making.Findings – Preliminary qualitative feedback from participants reveals that while the SIMPLE impact training delivers positive le...

3D-ISF: an impact measurement tool for business and strategic planning in ICT and 3D heritage applications

Despite the multitude of impact measurement techniques available to heritage site managers there is a case for the bigger strategic picture to figure more strongly in impact measurement decision making for ICT and 3D applications in the heritage sector. Discussions with heritage mangers raised the need for a holistic practical social impact model, one which combines impact measurement with overall strategic decision making considerations, accommodating internal and external dimensions of impact, as well as mission (and vision) and stakeholder perspectives ; and one that embeds impact as a dynamic issue for management in heritage organisations. In other words, there is a case for a total systems approach to impact which delivers from conceptualization to detailed implementation; right through to integrated strategic decision making. One that also can easily accommodate, if appropriate, other more specific measurement methods. The 3D ISF approach is broadly divided into two complementary elements. The left side of the framework considers the strategic perspective of the organisation. The right side of the framework encapsulates the impact measurement. The two elements are complementary and combine to form a holistic vision of the interaction between the site strategy, 3D deployment and its relationship to impact.

Assessing the socio-economic impact of 3D visualization in cultural heritage

Despite the multitude of impact measurement techniques available to heritage site managers there is a case for the bigger strategic picture to figure more strongly in impact measurement decision making for ICT and 3D applications in the heritage sector. Discussions with heritage mangers raised the need for a holistic practical social impact model, one which combines impact measurement with overall strategic decision making considerations, accommodating internal and external dimensions of impact, as well as mission (and vision) and stakeholder perspectives; and one that embeds impact as a dynamic issue for management in heritage organisations. The 3D-ISF approach is broadly divided into two complementary elements. The left side of the framework considers the strategic perspective of the organization, while the right side encapsulates the impact measurement. The two elements combine to form a holistic vision of the interaction between the site strategy, 3D deployment and its relationship to impact.

ICT investment considerations and their influence on the socio-economic impact of heritage sites

The following methodological model can be used as a platform for the study of the impact of information and communications technologies (ICT) at cultural heritage sites. The model has been developed through extensive, in-depth interviews with curators, directors and stakeholders at many cultural heritage sites across Europe. The underling strength of this model is its versatility. Although the model is oriented towards the investment in, and deployment of, ICT at heritage sites it is fundamentally about understanding the process of investment and so could be modified for many investment decisions.

Developing International Business Skills Through the Study of Eastern European Transitional Economies—An Inter-Cultural Case Method Approach

Abstract This paper describes the educational experience of students enrolled on the BA (Hons) International Accounting and Finance degree at the University of Brighton, who undertake a case study visit to Kraków, Poland to study the transition of an economy and an enterprise and at the same time acquire skills relevant for international business. The paper is supported by a questionnaire survey of all five cohorts of students who followed this course. Three of these cohorts have now left the University and are in a position to reflect on their educational experience in the light of the skills required in their current employment. The course is also proposed as a forerunner of an MBA to be followed by the student later in their development.