Exploring Participatory Management in Social Enterprise Practice: Evidence from Chile

Although evidence shows that it is challenging to implement, many authors state participatory management a distinctive attribute of social enterprises. This paper presents case study research exploring how manifest in Chile, country where paternalistic and autocratic style prevails thereby constraining the adoption more collaborative approaches. We found majority twenty enterprises considered, despite having very different sizes, governance structure activity sectors, involved employees stakeholders shared decision-making processes. Participatory was exhibited diverse ways ranging from common agreement on strategic decisions through presentation new proposals by members. conclude Chile differ conventional not only their focus trying solve problems, but also fact they may provide vehicle promote innovative approaches decision making.