Abstract
The core decision for A-Way is whether to focus on its current strategy by continuing to achieve benefits for the 50–70 staff who are employed by the social purpose enterprise or refocus the strategy and leverage its resources to attain goals that will help more people to transition to different mainstream employment or implement a blended strategy that will incorporate elements of both strategic options.
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References
Globe and Mail. (Monday, February 25, 2008). A Special Information Supplement for the Canadian Courier & Logistics Association. Globe and Mail, pp. CCLA 3.
Kooistra, A. (2012). A-Way Express Courier: Report on Stakeholder Consultations in Support of Strategic Planning. Unpublished Consultant Report.
Matt Galloway Spoke with Meredith Cochrane, Executive Director of A-Way Express Courier. http://www.cbc.ca/metromorning/episodes/2013/10/03/diversecity-fellow/.
Statistics Canada. (2007–2008). Surface and Marine Transport Results of the Survey of the Couriers and Local Messengers Industry (No. 50-002-X). Ottawa: Statistics Canada.
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Akingbola, K., Rogers, S.E., Baluch, A. (2019). Strategic Change at A-Way Express Courier. In: Change Management in Nonprofit Organizations. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-14774-7_11
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DOI: https://doi.org/10.1007/978-3-030-14774-7_11
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