Community forest enterprises (CFEs) are community-owned businesses that manage their forest resources for income, employment, and public goods and services. Although CFEs exist throughout the world, Mexican CFEs have been emphasized as a particularly successful model of community forestry that can deliver social, environmental, and financial benefits to forest communities. The internal organization of CFEs–the way enterprises are structured and managed to deliver benefits–plays a role in enhancing their functioning and achieving their goals. However, even in Mexico, the internal organization of CFEs remains understudied. Even fewer studies have examined the drivers that shape such internal organization and variation. We drew on social enterprise literature to examine how four CFEs in Oaxaca, Mexico are internally organized, and explored the primary factors that shape their organization. We found that the internal organization of the cases in our study varied beyond the archetypical distinctions that community forestry literature often draws among CFEs. Engaging with social enterprise literature helped us identify and document organizational differences related to CFEs' emphasis on productivity, use of paid labor, member benefits, collective nature, decision-making, and participatory nature. Such organizational differences were largely shaped by the unique histories of each of the four communities, federal policies and decisions that dissimilarly impacted communities, administrative boundaries that determined the different sizes and compositions of each community, and communities' varying internal capacities. Documenting such organizational intricacies and drivers allows for community practitioners to more transparently select–and policymakers to support–organizational features and practices best suited to a community's unique contexts and preferences when creating new CFEs or modifying existing enterprises. Additionally, drawing on social enterprise scholarship allows us to better understand different organizational features among CFEs, including potential causes and consequences, by drawing from a rich body of literature that has examined organization among social enterprises more broadly.

社区森林企业 (CFE) 是社区所有的企业，为收入、就业以及公共产品和服务管理其森林资源。尽管 CFE 遍布世界各地，但墨西哥 CFE 一直被强调为一种特别成功的社区林业模式，可以为森林社区带来社会、环境和经济利益。CFE 的内部组织——企业构建和管理以提供收益的方式——在增强其运作和实现其目标方面发挥着作用。然而，即使在墨西哥，CFE 的内部组织仍然没有得到充分研究。更少的研究检查了塑造这种内部组织和变化的驱动因素。我们利用社会企业文献来研究墨西哥瓦哈卡的四个 CFE 是如何内部组织的，并探讨了塑造其组织的主要因素。我们发现我们研究中案例的内部组织不同于社区林业文献经常在 CFE 中得出的原型区别。参与社会企业文献帮助我们识别和记录与 CFE 强调生产力、使用有偿劳动、成员福利、集体性质、决策和参与性质相关的组织差异。这种组织差异在很大程度上是由四个社区中每个社区的独特历史、对社区产生不同影响的联邦政策和决定、决定每个社区不同规模和组成的行政边界以及社区不同的内部能力所塑造的。在创建新的 CFE 或修改现有企业时，记录此类组织的复杂性和驱动因素允许社区从业者更透明地选择和政策制定者支持最适合社区独特背景和偏好的组织特征和实践。此外，利用社会企业的研究成果，我们可以通过更广泛地研究社会企业组织的丰富文献，更好地了解 CFE 之间的不同组织特征，包括潜在的原因和后果。