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Valuing Organizational Values: Assessing the Uniqueness of Nonprofit Values
Abstract
Practitioners and researchers alike often assume a unique nonprofit value set as a nonprofit-specific source of competitive advantage. Empirical research assessing this values–performance link remains scarce though. In response, this study tests for the predicted competitive advantage derived from nonprofit values and assesses value prioritization and value implementation with a twofold measurement. An empirical study, conducted among German hospitals, reveals that differences in value prioritization exist and are partially linked to hospital ownership. However, these findings reject the idea of a unique nonprofit value prioritization; no performance differences arise across value prioritization groups. Nonprofit organizations do not differ in their value implementation either, though some implemented values serve as organizational resources and are associated with better performance. The authors discuss the managerial importance of values as a firm asset, as well as avenues for further research.
... La aparición de los valores sociales en las misiones se basaba en la tipología de Whitman (2009), complementada por dos valores: dignidad y vida feliz (Seiler, Bortnowska 2020) y también una concentración en los beneficiarios (en total se tomaron en cuenta 35 valores sociales). Sin embargo, la lista de 21 valores económicos/ organizativos se definió como un resultado del análisis de las siguientes publicaciones: Calori y Samin (1991), Marcoulides y Heck (1993), Cunningham et al. (2009), Helmig et al. (2015), van der Wal et al. (2008). ...
... Mission statement prioritizes values that are important to the organization (Helmig et al., 2015). In the case of hybrid organizations, three distinct major drivers of interest can be distinguished: mutual, general, and capital (Defourny, Nyssens, 2017). ...
... Let us note that these authors researched commercial enterprises. Helmig et al. (2015) distinguished economic values in the nonprofit sector, among which the most notable are: competition, efficiency, growth, profit maximization. In what concerns social cooperatives, mutual and general interest -along the associated values -are part of their normative identity, while capital interest and economic values are part of their utilitarian identity (see: Moss et al., 2011). ...
The rise of social cooperatives can be related to the blurring of boundaries between sectors in the modern economy and the creation of hybrid organizations, which combine different rationalities in their activities. Despite the defined legal form, they can still express their organizational identity in a variety of ways-adopt a more social or a more market orientation. One of the forms of expression of organizational identity is a declaration of mission , which includes, among others, basic values. The aim of the article is to: a) identify the types of mission statements in Polish social coop-era-tives; b) identify the values contained in the mission statements of Polish social cooperatives ; c) determine whether the identity of an enterprise, social organization or mutual-support group prevails in Polish social cooperatives. For the purposes of the research, the contents of the missions of social cooperatives registered in Poland were analysed. 99 missions were identified and analysed using the IRAMUTEQ program. At a later stage, an invitation to participate in the survey was sent out to the 99 social cooperatives whose missions were being researched. The invite was addressed to the managers. The conducted analyses point to the existence of three main elements in the identity of Polish social cooperatives. The first, and the most developed one, is a social element related to the organ-ization's orientation towards solidarity and its responsibility for the work and social integration of persons at risk of social exclusion, focus on beneficiaries and on their comprehensive service. This identity is related to high prioritization of such value as education. The second exposed element of identity is related to economic activity. The organizations in question see themselves as enterprises that should provide high-quality products and focus on customer satisfaction. This identity is related to values such as professionalism and work engagement, focus on employees and work safety. Matters related to business growth and competition, as well as values such as research and development, growth, product superiority, focus on competitors or company success are much less exposed. The third, least exposed area of identity has to do with responsibility for the environment and is associated with activities undertaken for the sake of community and envi-ronment.The analysis of the mission statements was supplemented with an analysis of case-specific data obtained in the questionnaire research. Two identities were predominant: enterprise and social organization, while the identity related to community affairs was marginalized.
... An analysis of mission statements can be one way to determine non-profit organisations' raison d'être, priorities, course of action, etc. Since a mission statements should contain the organisations' core values (Campbell and Yeung, 1991;Helmig et al., 2015), the axiological system of these organisations may also be described on that basis. ...
... The modern third sector is subject to the processes of marketisation and commercialisation, and non-profit organisations must therefore face increasing competition (Weisbrod, 1998 (Kirk and Nolan, 2010), but they can also be a blind manifestation of professionalism, a futile attempt to imitate the behaviour of business organisations. It is worth adding that the marketisation of the third sector also favours the spread of economic values that can be prioritised in the mission statement formula (Helmig et al., 2015). Therefore, its analysis may also shed light on the transformations of modern non-profits, including the impact of commercialisation. ...
... The mission statement in a non-profit reflects the ideas professed in a given organisation, the beliefs connecting its members, and it also constitutes an intellectual justification for the functioning of the organisation (Hudson, 1999). It prioritises values that are perceived as crucial from the standpoint of this entity's belonging to the third sector (Helmig et al., 2015). In this context, the mission statement can be framed as an important element of organisational identity (Albert and Whetten, 1985;Ashforth and Mael, 1989;Gray and Balmer, 1998;Hatch and Schultz, 2002). ...
... Conduta que pode estar refletindo o cenário brasileiro, o qual, de forma geral, tem apresentado condições de trabalho precárias no Terceiro Setor, com destaque à sobrecarga de trabalho e baixa remuneração, atenuadas por um discurso de solidariedade e altruísmo que envolve o setor.No que concerne à baixa valorização do Domínio, que ocupou a última posição na hierarquia de valores das instituições analisadas, já se trata de um aspecto que empresta clareza e sentido aos resultados encontrados, dado que suas metas motivacionais estão centradas na competitividade e obtenção de status e controle sobre pessoas e recursos, tendo a questão dos lucros, presente em alguns de seus itens; o que destoa da característica altruísta e filantrópica presente no discurso das instituições sem fins lucrativos. Portanto, a pouca importância atribuída a valores dessa natureza mostra-se completamente coerente com o ideário que caracteriza a atuação das instituições sem fins lucrativos.Por fim, tomando-se o conjunto dos resultados obtidos pode-se inferir, de modo geral, que predominam na orientação dessas organizações os valores relacionados à Autotranscendência (Preocupação com a Coletividade) e à Conservação (Conformidade) e Os estudos sobre cultura e valores organizacionais no contexto das entidades sem fins lucrativos ainda são incipientes, tanto no Brasil quanto no exteriorCRAFT, 2018;HELMIG;HINZ;INGERFURTH, 2015; LEE, 2011; NEWTON; MAZUR, 2015), não obstante a significativa contribuição das mesmas ao meio econômico e social de diferentes países. Esse problema se estende, no Brasil, à disponibilidade de medidas que sejam adequadas à avaliação das orientações valorativas predominantes nessas organizações, dado que os instrumentos de mensuração disponíveis na literatura nacional são construídos e testados visando, mormente, ao contexto das instituições do setor privado e, em alguns casos,envolvendo organizações do setor público. ...
... Conduta que pode estar refletindo o cenário brasileiro, o qual, de forma geral, tem apresentado condições de trabalho precárias no Terceiro Setor, com destaque à sobrecarga de trabalho e baixa remuneração, atenuadas por um discurso de solidariedade e altruísmo que envolve o setor.No que concerne à baixa valorização do Domínio, que ocupou a última posição na hierarquia de valores das instituições analisadas, já se trata de um aspecto que empresta clareza e sentido aos resultados encontrados, dado que suas metas motivacionais estão centradas na competitividade e obtenção de status e controle sobre pessoas e recursos, tendo a questão dos lucros, presente em alguns de seus itens; o que destoa da característica altruísta e filantrópica presente no discurso das instituições sem fins lucrativos. Portanto, a pouca importância atribuída a valores dessa natureza mostra-se completamente coerente com o ideário que caracteriza a atuação das instituições sem fins lucrativos.Por fim, tomando-se o conjunto dos resultados obtidos pode-se inferir, de modo geral, que predominam na orientação dessas organizações os valores relacionados à Autotranscendência (Preocupação com a Coletividade) e à Conservação (Conformidade) e Os estudos sobre cultura e valores organizacionais no contexto das entidades sem fins lucrativos ainda são incipientes, tanto no Brasil quanto no exteriorCRAFT, 2018;HELMIG;HINZ;INGERFURTH, 2015; LEE, 2011; NEWTON; MAZUR, 2015), não obstante a significativa contribuição das mesmas ao meio econômico e social de diferentes países. Esse problema se estende, no Brasil, à disponibilidade de medidas que sejam adequadas à avaliação das orientações valorativas predominantes nessas organizações, dado que os instrumentos de mensuração disponíveis na literatura nacional são construídos e testados visando, mormente, ao contexto das instituições do setor privado e, em alguns casos,envolvendo organizações do setor público. ...
... Conduta que pode estar refletindo o cenário brasileiro, o qual, de forma geral, tem apresentado condições de trabalho precárias no Terceiro Setor, com destaque à sobrecarga de trabalho e baixa remuneração, atenuadas por um discurso de solidariedade e altruísmo que envolve o setor.No que concerne à baixa valorização do Domínio, que ocupou a última posição na hierarquia de valores das instituições analisadas, já se trata de um aspecto que empresta clareza e sentido aos resultados encontrados, dado que suas metas motivacionais estão centradas na competitividade e obtenção de status e controle sobre pessoas e recursos, tendo a questão dos lucros, presente em alguns de seus itens; o que destoa da característica altruísta e filantrópica presente no discurso das instituições sem fins lucrativos. Portanto, a pouca importância atribuída a valores dessa natureza mostra-se completamente coerente com o ideário que caracteriza a atuação das instituições sem fins lucrativos.Por fim, tomando-se o conjunto dos resultados obtidos pode-se inferir, de modo geral, que predominam na orientação dessas organizações os valores relacionados à Autotranscendência (Preocupação com a Coletividade) e à Conservação (Conformidade) e Os estudos sobre cultura e valores organizacionais no contexto das entidades sem fins lucrativos ainda são incipientes, tanto no Brasil quanto no exteriorCRAFT, 2018;HELMIG;HINZ;INGERFURTH, 2015; LEE, 2011; NEWTON; MAZUR, 2015), não obstante a significativa contribuição das mesmas ao meio econômico e social de diferentes países. Esse problema se estende, no Brasil, à disponibilidade de medidas que sejam adequadas à avaliação das orientações valorativas predominantes nessas organizações, dado que os instrumentos de mensuração disponíveis na literatura nacional são construídos e testados visando, mormente, ao contexto das instituições do setor privado e, em alguns casos,envolvendo organizações do setor público. ...
RESUMO Com o objetivo de examinar as evidências de validade fatorial do Inventário de Perfis de Valores Organizacionais (IPVO) no contexto de instituições sem fins lucrativos, o estudo envolveu uma amostra de 203 respondentes, de 34 organizações. Os resultados da Análise Fatorial Confirmatória e do Escalonamento Multidimensional indicaram que a estrutura fatorial do IPVO foi apenas parcialmente confirmada, com a redução para seis dos oito fatores originais, além de algumas inconsistências na distribuição espacial dos valores. A testagem da nova estrutura para analisar a configuração hierárquica dos valores organizacionais nas instituições estudadas indicou certo grau de coerência dos resultados obtidos com a realidade em foco, a despeito das limitações do instrumento. O conjunto dos resultados conduz a ponderar que o IPVO apresenta um baixo nível de adequação para a análise dos valores organizacionais nesse contexto. As limitações da pesquisa e indicações para estudos futuros são apresentadas, especialmente no que tange à demanda pelo desenvolvimento de novas escalas ou pelo redesenho do IPVO, disponibilizando aos pesquisadores instrumentos nacionais para a mensuração de valores organizacionais que sejam aplicáveis em instituições de diferentes setores de atuação.
... Esta variedade é ainda multiplicada pela abrangência dessas organizações, alcançando os níveis local, regional, nacional ou mesmo mundial, e ainda pela temporalidade de suas ações, variando de intervenções pontuais a projetos de longo prazo ou ações permanentes (NANUS e DOBBS, 2000;OLIVEIRA, 2001). Todos estes possíveis papeis demandam por eficiência em sua gestão (HELMIG; HINZ;INGERFURTH, 2014), especialmente considerando seus atributos únicos em comparação com a gestão de organizações públicas ou com fins lucrativos, como lidar com voluntários e gerir uma variedade de fontes de financiamento ( GIDRON, 2010). Desta forma, é importante abordar os desafios enfrentados na gestão de tais organizações. ...
... Esta variedade é ainda multiplicada pela abrangência dessas organizações, alcançando os níveis local, regional, nacional ou mesmo mundial, e ainda pela temporalidade de suas ações, variando de intervenções pontuais a projetos de longo prazo ou ações permanentes (NANUS e DOBBS, 2000;OLIVEIRA, 2001). Todos estes possíveis papeis demandam por eficiência em sua gestão (HELMIG; HINZ;INGERFURTH, 2014), especialmente considerando seus atributos únicos em comparação com a gestão de organizações públicas ou com fins lucrativos, como lidar com voluntários e gerir uma variedade de fontes de financiamento ( GIDRON, 2010). Desta forma, é importante abordar os desafios enfrentados na gestão de tais organizações. ...
... Desta forma, é importante abordar os desafios enfrentados na gestão de tais organizações. A maior parte da literatura do terceiro setor tem se focado nas interações das organizações com a sociedade ( HELMIG;JEGERS;LAPSLEY, 2014). A existência de uma considerável produção científica sobre a gestão de organizações do terceiro setor, aspecto positivo para o desenvolvimento do conhecimento, pode acarretar em dificuldades de organizar a informação e gerar indagações do tipo: Quais tópicos têm sido extensivamente pesquisados e quais demandam atenção? ...
objetivo do estudo consistiu em investigar as características das pesquisas publicadas sobre organizações do terceiro setor em periódicos científicos, no período de 1971 a 2014, analisando três variáveis: autores, periódicos e palavras chave. Foram utilizadas algumas ferramentas como o tesauro da Elton Bryson Stephens Co (EBSCO) para auxiliar na definição de palavras chave, planilha eletrônica para processamento de dados e a interface da base de dados SCOPUS para a extração dos dados. Em termos de contribuição, os resultados apontam para um crescimento na produção científica da área, tendência contrária à apontada dez anos atrás por Helmig, Jegers e Lapsley (2004), podendo orientar pesquisas neste campo. Além disso, é reportado o uso dos termos “NGO”, “Non-Profit Organization” e “Civil Society” extensivamente, tanto pelos periódicos mais produtivos, quanto no geral, o que indica que ainda há espaço para a discussão da taxonomia destas organizações, visto que há artigos que abordam organizações similares usando denominações distintas. Pesquisas futuras em outras bases de dados e com maior abrangência de documentos são fortemente encorajadas, bem como uma análise mais profunda destes conteúdos, o que permitirá uma melhor compreensão do estado da arte neste campo de estudos.
... An organization's mission refers to the organization's long-term objective and determines its strategic direction [21], and is thus also relevant to public trust [2,7,22]. Values further range from ethical responsibilities to competitive values, and specify how an organization conducts its activities and strategies [23]. In the nonprofit sector values such as altruism, humanity, equality, helpfulness, but also trustworthiness and honesty are prominent [23,24], having distinct impacts of public's trust. ...
... Values further range from ethical responsibilities to competitive values, and specify how an organization conducts its activities and strategies [23]. In the nonprofit sector values such as altruism, humanity, equality, helpfulness, but also trustworthiness and honesty are prominent [23,24], having distinct impacts of public's trust. Both missions and values can vary considerably across organizations, with substantially different meanings and relevance for the larger public as well as other stakeholders [14,25]. ...
Trust in the nonprofit domain has been subject to a large interest both among scholars and practitioners over the past few years. Today, we differentiate between a range of different forms of trust, namely, organizational and sectoral trust as well as more generalized and institutional trust. Another differentiation in nonprofit literature relates to the subject that forms trust towards a nonprofit organization, reflected by the strength of the individual-organizational-relationship. In that, two forms of trust, namely, a narrow form of relational trust and broader trust among the public have evolved. While previous research provides varying conceptual approaches for explaining public’s trust in the nonprofit sector, most scholars, however, approach public trust from a rather narrow relationship management perspective. This chapter conceptualizes and operationalizes public trust from a broader perspective and emphasizes that to get public support to ultimately further their missions, nonprofit organizations should strive for building, maintaining, and restoring public’s trust. This chapter accordingly presents five mechanisms that are associated with public’s trust in nonprofit organizations: 1) promise of mission and values, 2) organizational reputation, 3) transparency and accountability, 4) performance and social impact, and 5) use of contributions. Thereby, recent trends in academic literature are identified—nonprofit branding and nonprofit accountability—that have great ability to address these mechanisms to successfully improve public trust. Results from this chapter provide nonprofit scholars with insights into a broader conceptualization and operationalization of public trust in nonprofit organizations, and with future research ideas. Nonprofit managers may benefit by gaining insights into how to sustainably improve trust among the general public by focusing on nonprofit branding and accountability strategies.
... Research on nonprofit values adopting a multidimensional view of performance suggests mixed results. Contrary to expectation, a nonprofit value prioritization does not constitute a competitive advantage and lead to better organizational performance, although some implemented nonprofit values enhance quality outcomes and overall success (Helmig et al., 2015). In addition, management by values mediates the effect of ethical-social organizational values on the developmental performance of NPOs (Kerwin et al., 2014). ...
... Finally, our review identifies only a few studies on HRM and financial performance outcomes, revealing a relationship between professionalization in HRM and fundraising efficiency (Ni et al., 2017) and a positive impact of several implemented nonprofit values on financial performance success (Helmig et al., 2015). This paucity of studies diverges from a review of performance outcomes in the nonprofit literature which reveals a dominance of research on financial performance and HRM as a determinant of success (Helmig et al., 2014). ...
A decade after key theoretical developments in strategic human resource management (SHRM) in nonprofit organizations (NPOs), we still lack a comprehensive understanding of the disparate strands of empirical evidence. Furthermore, this growing field requires integration and synthesis of new themes and conceptual developments. Therefore, we conducted a systematic review of SHRM studies in NPOs published between 2008 and 2017. Our review of 74 articles synthesizes a fragmented body of research and maps out the relationships into a more integrated whole. By mapping the research landscape, we provide insights into the tensions NPOs face between external pressures and values, highlighting the underexplored role of managerial discretion in shaping NPOs’ differing responses. Our review expands the resource orientation to include a social capital dimension and identifies new empirical manifestations of human resource management (HRM) types. We offer avenues for research on content, process, outcomes of SHRM, and discuss how the interplay across key themes can inform the development of the field.
... projetos planejados estão sendo desempenhados de acordo com os objetivos, missão e visão pré-definidos. Essa perspectiva engloba indicadores de diferentes pesquisas (HELMIG;HINZ;INGERFURTH, 2015; DESPARD, 2016; GREILING; STOTZER, 2015;WILLEMS, 2016;KAPLAN, 2001;LIKET;MAAS, 2015;HARRISON;MURRAY, 2015).A perspectiva funcionários/voluntários tem o objetivo de supervisionar as pessoas que auxiliam na prestação de serviços da instituição e compreende indicadores baseados em Herman e Heimovics (1994), Kaplan (2001) e Lee e Nowell, 2015, por exemplo. A dimensão eficiência organizacional possui como objetivo central verificar a melhoraria da produtividade e eficiência dos fluxos de trabalho da organização (EPSTEIN, MCFARLAN, 2011; WILLEMS, 2016). ...
... projetos planejados estão sendo desempenhados de acordo com os objetivos, missão e visão pré-definidos. Essa perspectiva engloba indicadores de diferentes pesquisas (HELMIG;HINZ;INGERFURTH, 2015; DESPARD, 2016; GREILING; STOTZER, 2015;WILLEMS, 2016;KAPLAN, 2001;LIKET;MAAS, 2015;HARRISON;MURRAY, 2015).A perspectiva funcionários/voluntários tem o objetivo de supervisionar as pessoas que auxiliam na prestação de serviços da instituição e compreende indicadores baseados em Herman e Heimovics (1994), Kaplan (2001) e Lee e Nowell, 2015, por exemplo. A dimensão eficiência organizacional possui como objetivo central verificar a melhoraria da produtividade e eficiência dos fluxos de trabalho da organização (EPSTEIN, MCFARLAN, 2011; WILLEMS, 2016). ...
The Third Sector organizations need to determine measures and criteria to classify their
performance against the stipulated goals in order to clearly demonstrate to their funders
that the investment has been used honestly and efficiently way. Therefore, this article aims
to propose a performance measurement instrument for third sector organizations. For this,
a systematic review was carried out and the results demonstrated a wide variety of
indicators that can be divided into 7 dimensions proposed in this study: economic/financial,
control mechanisms, employees/volunteers, organizational efficiency, service effectiveness,
social efficiency and legitimacy institution
... While a unique value set is said to provide an NPO a competitive advantage (Helmig et al. 2015), organizations need to pay attention to the trend towards individualization and secularization (Anheier and Salamon 1999;Beck and Beck-Gernsheim 2002) when defining and communicating values to potential and actual supporters. As stated above, nowadays support for NPOs is rather dependent on personal interests and needs, and idealism is said to be replaced by more tangible and pragmatic goals (Hustinx and Lammertyn 2003). ...
... Emphasizing shared values and fostering value attachment can also be effectively applied in the for-profit context. In fact, Helmig et al. (2015) find no significant differences in the actual value prioritization of secular nonprofit, for-profit, and public organizations; only for religiously REPUTATION AND TRUST IN NPO 21 oriented NPOs, they find that religious values constitute a distinct nonprofit characteristic. This implies that values such as helpfulness and equality can be as important in for-profit organizations as they are in NPOs to engender emotional value attachment. ...
The research assesses the role of reputation to influence trusting beliefs in nonprofit organizations and to generate supportive behavior, i.e., donating, volunteering and defending against criticism, depending on people’s value attachment with the organization. To test the theoretical model, a telephone survey was conducted among a representative sample of the Swiss public (N = 583) regarding eight fundraising charitable organizations. Results show that reputation, conceptualized as a multidimensional construct comprising the cognitive assessment of an organization’s utility, management and public perception, engendered trusting beliefs, which are the antecedents of supportive behavioral intentions. This relationship between reputation and trusting beliefs was moderated by a person’s value attachment with an organization: when value attachment was low there was a stronger impact of reputation on trust in the organization than when value attachment was high. The study sheds light on the moderating role of value attachment for the relationship between reputation and trust and extends the body of research on what drives people’s support for nonprofit organizations.
... Some of the main values which identify for HO stakeholders are: reliability, quality, timely delivery, transparency, efficiency and effectiveness [Schiffling, Piecyk, 2014]. Another system for assessing HO performance comes from Helmig et al., [2015] who identify an organization's competitive advantages and then use those to determine the HOs performance. For instance, organization's competitive advantages could be a sense of destiny, trust in goodness, altruism, equality, self-respect, humanity, quality, innovation, competitiveness and efficiency [Helmig, Hinz, Ingerfurth 2015]. ...
... Another system for assessing HO performance comes from Helmig et al., [2015] who identify an organization's competitive advantages and then use those to determine the HOs performance. For instance, organization's competitive advantages could be a sense of destiny, trust in goodness, altruism, equality, self-respect, humanity, quality, innovation, competitiveness and efficiency [Helmig, Hinz, Ingerfurth 2015]. ...
... Although the principles of the solidarity economy are the values that guide cooperative activities, the results for each of the evaluation dimensions demonstrated that the participating co-ops could improve their performance. Helmig et al. (2015), in their study on the managerial importance of organizational values, identified that the values that generally underpin nonprofit organizations have positive effects on their success. It is important to highlight that performance evaluation contributes to the success of these RSEEs in the short and long terms. ...
The maintenance of a satisfactory quality of life in rural areas is fundamental for sustainable development. One of the ways to improve quality of life indicators is through the gathering of rural workers in solidarity economy organizations as these enterprises aim to integrate development with economic, social, and environmental sustainability. Because solidarity economy organizations have a robust social purpose, their performance must be evaluated based on both social and financial indicators. The objective of this article is to propose a performance evaluation model for rural solidarity economy enterprises, aiming to support decision making in these enterprises based on multicriteria decision analysis (MCDA), particularly the ELECTRE-TRI methodology. In order to demonstrate the applicability of the developed model and to perform sensitivity analyses, the model was applied to a group of eight family agriculture co-operatives in the southwest state of Paraná, Brazil. All the participating co-ops were considered part of the solidarity economy, and they served 2500 rural producer families across at least 15 municipalities. The results showed the applicability and stability of the model, enabling us to identify the dimensions in which each co-op should concentrate their efforts to improve not only their performance but also the outcomes for the farmers that they serve. Based on these results, organizational and improvement activities can be developed and implemented. This analysis contributes to economic and social indicators by offering improvement strategies for the professionalization and strategic management of RSEEs, thus strengthening these enterprises and, consequently, family agriculture.
... The theory of institutionalism, particularly institutional isomorphism (DiMaggio & Powell, 1983), is of wide relevance within the nonprofit sector, shaping organizational values (Helmig et al., 2015;Reisman, 2018), serving as filters to select activities (Dolnicar et al., 2008), influencing how organizations interpret their environment (Kravchenko & Moskvina, 2018), and even leading to mission drift (Beaton, 2021;Hersberger-Langloh et al., 2021). Mission statements are clear examples of artifacts, shaped by institutional forces that orient action, especially where they encompass expressive purposes (Pandey et al., 2017). ...
Without unique missions to serve a public purpose, nonprofits have no justification to exist. Much of the focus on mission in scholarship centers on concerns with mission drift and pressures from external actors. Yet internal dynamics may be just as important in developing a common mission and the coherent activities pursuing it. This research identifies the structural forces shaping organizational members' individual mission conceptions and leading them to emulate and converge around a shared dominant conception. We apply the concept of institutional isomorphism to 104 interviews conducted with staff, managers, board members, and volunteers from 14 human services nonprofits and explain the isomorphic pathways of individuals adopting dominant mission conceptions. Employing qualitative comparative analysis, we analyze the interviews capturing various combinations of individual backgrounds, motivations for joining the organization, and language used to share the mission with others. We find the presence of seven isomorphic pathways leading nonprofit professionals to adopt the dominant interpretations.
... The ethical cultures of NFPs may also differ from for-profit firms given their central social mission: they exist first and foremost to achieve a social mission. In line with this view, Helmig et al. (2015) found that the value-orientations of hospitals varied depending on their ownership as public, private for-profit, or private NFP. ...
The proliferation of violations within industry sectors (e.g., banking, doping in sport, abuse in religious organizations) highlights how trust violations can thrive in particular sectors. However, scant research examines how macro institutional factors influence micro level trustworthy conduct. To shed light on how sectoral features may influence trust violations in organizations, we adopt a multilevel perspective to investigate the perceived causes of trust violations within the not-for-profit (NFP) sector, a sector that has witnessed a number of high-profile trust breaches. Drawing on interviews with board members and senior executives of NFPs with cross-sectoral experience, we analyze the causes of trust violations to inductively develop a conceptual model of the multilevel factors contributing to trust violations in NFPs. Our model highlights how trust violations have their roots in sectoral-level factors, which trickle-down to influence the ethical infrastructure at the organizational-level, and in turn individual-level factors and violations. We identify how three NFP sectoral features influence trustworthy behavior: corporatization, resource scarcity, and assumed moral integrity. Our findings speak to the importance of looking beyond the organization to understand both the causes and prevention of trust violations and developing the concept of sector-level ethical infrastructure.
... Bartkus et al. 2004;Campbell, 1997;Kemp and Dwyer, 2003;Law and Breznik, 2018;Lin et al. 2018;Lin and Ryan, 2016). It prioritizes values held dear by the organization (Helmig et al. 2015) and is a way to express organizational identity (Cunningham et al. 2009;Gauthier and Josien, 2017;Gray and Balmer, 1998;Hirota et al. 2010;Leuthesser and Kohli, 1997;Stuart 1999;Moss et al. 2010;Scherer, 2017). That also explains why mission statements have become a standalone research subject, including with reference to CSR. ...
Due to the specific nature of their activities, chemical companies are exposed to significant reputational risk. One way to reduce this risk is by implementing a CSR policy. CSR can be built into the company’s strategy and communicated as a mission statement. The purpose of the article was to determine: 1. the types of values which chemical industry companies in Poland display in their mission statements, 2. if chemical industry companies in Poland display CSR values in their mission statements, 3. if these companies differ from others operating in the chemical sector in Poland in terms of displaying CSR in mission statements. The research was carried out through the Iramuteq program, which enabled content analysis of the collected research material. A total of 197 missions were analyzed to find that less than half of the examined chemical companies in Poland display CSR-related values sensu stricto in mission statements. It was also found that chemical companies (production-commercial) highlighted CSR values in their mission statements more often than analagous service-trade companies.
... Schein defines values as "individual's own assumptions about what is right or wrong, what will work or not work" (2004, p. 28). Helmig et al. (2015) cited a variety of management research concerning the relevance of values as a prerequisite for the survival of organizations. As a faith-based organization, Rescue, Inc. puts its values into action when interacting with every person, and they are a strong invisible essence of the organization. ...
There is an interest from scholars and practitioners in understanding how nonprofit organizations (NPOs) can design and implement practices to enhance desirable volunteer attitudes and behaviors (Alfes et al., 2017). One important attitude is volunteers’ organizational commitment (OC). This research aims to identify factors that diminish volunteers’ OC and suggest effective ways to deal with them, which lead to NPOs performance improvement. This is achieved through a single case study in a Puerto Rican non-profit organization, which consists of in-depth interviews and self-administered questionnaires on psychological contract violation Five categories of factors that negatively affect volunteers’ OC were identified and analyzed: organizational structure, communication, recognition, strategic planning, and conflict management. General actions were provided to help NPOs deal with similar issues.
... This make it to affects the thinking, behavioral pattern and behavior as well. Therefore, it fundamental for any organization to internalized organizational culture that will make them retain their position in the market ( More so, organizational culture is the pattern of basic assumptions that a group has invented or discovered in learning to cope with its problems of external adaptation and internal integration, and that have worked well enough to be considered valid (Schein, 2004, Helmig, Hinz & Ingerfurth, 2015. He stressed further that culture is something that dynamic in mature which comes from interaction of one another. ...
This study aims to investigate the structural equation modeling to determine the relationship between total quality management practices and secondary school performance with mediating effect of organizational Culture in Abu Dhabi. Quantitative research design was adopted to obtained information from respondents. A total of 320 employees of school were selected as a sample through the stratified and quota random sampling technique. Data analysis using structural equation modelling was used. The results of the study indicated that significant relationship was found between total quality management practices and secondary school performance with value of -.01. The findings showed that significant relationship exist between total quality management practices and organizational culture with value of .86; significant relationship was also found between organizational culture and secondary school performance .87. Further, the findings reported that organizational culture showed complete mediation between total quality management practices and secondary school performance. This study believed that total quality management would yield good results if secondary school in Abu Dhabi make use of it to improve school performance.
... We hope that our theory will gain traction and influence future work within the liminal space we have been discussing. But, the more basic need is simply to reopen this space and focus renewed attention on the question that perennially Beliefs about things that are worth "having, doing and being" Ideas about the "good life" (Adler, 1956(Adler, , 1960Catton, 1959;Hitlin & Piliavin, 2004;Kluckhohn, 1951;Morris, 1956;Rokeach, 1973;) Values are long term, abstract goals "Prized as ends in themselves" Specify preferred "end states" Integral to organizational mission and purpose (Clark, 1956;Hechter, 1993;Schwartz, 1994;Williams & Albert, 1968) Values have a normative weight Experienced as "obligatory" and "embody a moral imperative" Different from preferences and "first order desires" Williams & Albert, 1968) Values are emotional as well as cognitive Ideas that invoke strong affective responses (guilt, shame, pride, etc.) "Synthesize affective and cognitive elements" (Barth, 1993;Erickson, 1995;Gecas, 2000;Marini, 2000;) Values are relatively enduring and trans-situational Relatively persistent (but not fixed or unchanging) Come to bear in different situations and contexts (Baker, 2005;Hitlin, 2003;Inglehart & Baker, 2000;Rokeach, 1973;Schwartz, 1994;Williams, 1979) Values are verb as well as noun Exist within the "life of a person or other social entity" (measurable property) Valuing (as an active process by which values are affirmed or undermined depending of the actions of the entity) is as important as the measurable property (Catton, 1954;Dodd, 1951;Helmig, Hinz, & Ingerfurth, 2015;Lustiger- Thaler, 2016;Ratner, 2004) Values are pluralistic and particular Society and other human groups live a multitude of ideals that are not necessarily oppositional However, they tend to be conceptualized and measured as oppositional within individuals (i.e., zero-sum game) (Bardi & Schwartz, 2003;Graham et al., 2015;Schwartz, 1992Schwartz, , 1994Schwartz, , 2014Schwartz & Bilsky, 1987Schwartz & Sagie, 2000;Skimina, Cieciuch, Schwartz, Davidov, & Algesheimer, 2018;Tetlock et al., 1996;Tracey, 2012;Woltin & Bardi, 2018) Culture (Society) and other Structural Forces are known sources of values Values are "discovered" in the course of human experience Societal experiences (e.g. socialization) are especially formative Hitlin & Piliavin, 2004;Williams & Albert, 1990) Values are emergent and historically accreted Emerge over the life course of a "biographically unique" entity Product of a developmental process Adaptations to a unique "socio-historical context" (Hitlin, 2003;King, 2015;Kraatz & Flores, 2015; The subject is an active participant in the "valuing" process Values are the outcome of decisions, judgements and selfreflection Experienced as "uncoerced" beliefs that "arise from within" Hitlin, 2003;Mead, 1934; Entities are often socialized by multiple groups, thus presenting them with a 'buffet of values' ...
Although values were once the central focus of institutional scholarship, they occupy a marginal position in the contemporary literature. Viewing this situation as both a significant problem and a latent opportunity, our paper seeks to stimulate change by pursuing
three broad aims. The first is to present an integrative review of the institutional and sociological literatures on values. This review addresses basic questions about values’ nature, origins, and functions, and uncovers many latent connections between these
currently separate bodies of research. Drawing on this literature review, our second aim is to elaborate the “value of values” for institutional analysis. Specifically, we will suggest that a renewed focus on values can (a) enhance our understanding of institutions and their human inhabitants and (b) increase the moral and practical relevance of institutional scholarship. Our third aim is to sketch out a preliminary agenda for future research. Although we stress that values can be incorporated into contemporary research in many different ways, our main focus is on promoting research that gives renewed attention to
the enduring problems that were at the heart of early institutional scholarship.
... The portfolio contained 26 practical and three theoretical studies, as shown in Table 4. Ten articles were identified as developing and/or presenting models: six were based on the Data Envelopment Analysis ( Of the six identified surveys, each applied a different approach, including: relationship between performance measurement and effectiveness in strategic decision making (LEROUX; WRIGHT, 2010); performance measurement in terms of personnel involved (PACKARD, 2010); outcome measurement in nonprofit organizations and its relationship to funders' reporting mandates (THOMSON, 2010); managers' perspectives on stakeholders' importance for outcome measurement standards (MACLNDOE; BARMAN, 2012); evaluation of organizational values and their influence on organizational performance (HELMIG et al., 2015); and a final study validating the identification of dimensions and measures for understanding the delineation of social and economic missions (STEVENS et al., 2015). ...
... Der Krankenhausbereich und das -management stehen jedoch auch deshalb vor besonderen Herausforderungen, da anders als in "klassischen" privat-erwerbswirtschaftlichen Unternehmen nicht ausschließlich die Gewinnmaximierung das Unternehmensziel darstellt. Im Krankenhausbereich wird typischerweise von Zielpluralität gesprochen (Helmig et al. 2015). In einem Krankenhaus müssen verschiedene Ziele miteinander verbunden werden (Ingerfurth 2013). ...
Ziel dieses Beitrages ist es, „Autonomie“ als eine Vorbedingung für Entrepreneurship zu setzen. Unter dem Begriff Autonomie wird verstanden, wie frei Organisationen ihre strategischen, taktischen und operationalen Möglichkeiten wählen, entwickeln und verfolgen können, ohne dabei von internen (interne Autonomie) oder externen (externe Autonomie) Einschränkungen betroffen zu sein. Interne Einschränkungen hängen mit internen Strukturen und mit der Verfügbarkeit von Ressourcen zusammen. Externe Einschränkungen hingegen werden hauptsächlich durch Umwelteinflüsse bestimmt, also beispielsweise externe Stakeholder oder Gesetze.
Ausgehend von einem Klassifikationsschema zeigt sich, dass sich Entrepreneurship im Krankenhaussektor in Deutschland schwierig gestaltet, da sowohl eine geringe interne, als auch eine geringe externe Autonomie vorliegt.
... The mission and goals of a NPO is therefore a by-product of specific values that founding stakeholders have deemed worthy of their resources. However, while some NPOs implement values that are organizational resources and are associated with performance, one study has found no difference in value prioritization and performance across value prioritization groups (Helmig, Hinz, & Ingerfurth, 2015). ...
The article draws on Kahn and Saks to examine the extent to which specific
nonprofit antecedents affect engagement and how engagement mediates employee
and organizational consequences. Our findings suggest that the consequences of
job and organization engagement are the behavioral outcomes—job satisfaction,
commitment, and organization citizenship behavior—that nonprofits consider as
critical to their organization and the employees emphasize. Perhaps the strongest
evidence of the impact of engagement is the finding that nonprofit employees are
more likely to experience these consequences and less likely to have intention
to quit even if antecedents such as job characteristics and value congruence are
less likely. Consistent with the literature, we also found that value congruence is a
major antecedent in the relationship between nonprofit employees, their jobs, and
the organization. Our research presents one of the first findings that result from
empirically validated measures of engagement in nonprofits.
... Likewise, we do not consider collaborative relationships at length here, which would no doubt add nuance to our findings to the extent that successful cross-sector partnerships emphasize results instead of inputs tied to the respective sectors (John et al. 1994). And while we discuss some ways in which values are different across sectors, we recognize that there are in fact many similarities as well (Helmig et al. 2014). In short, we view our focus on for-profit/ nonprofit comparisons as unique and valuable, but we acknowledge that the comparison examined in this research forms a small subset of a much broader conversation. ...
This article asks: Is sector still a useful concept for social science research on nonprofit organizations and related fields, such as social entrepreneurship? We answer that it is relevant to practitioners for whom sector boundaries remain an important orienting feature of their organizational worldviews. This observation is at odds with the recent scholarship on “blurring” sector boundaries, much of which suggests that sector is increasingly an outdated concept. Data from one uniquely blended space—the fair trade industry—coupled with insights from Scott’s (Institutions and organizations: ideas, interests, and identities, 2014) theory about the three pillars of institutions suggest that sector remains meaningful despite developments that appear to render it obsolete.
Organisational culture, as one of the key features of any organisation, is related to its performance. This is also true for non-governmental organisations. The purpose of this research is to identify changes in the dimensions of the organisational culture of these organisations caused by the pandemic. Data from 586 respondents, identified through an online OCAI questionnaire, were collected for pre-COVID-19, current, and preferred state. Statistically significant representation of the dimensions was identified in the types of culture. It was found that hierarchy culture was prevalent in pre-COVID-19. The hypothesis of trying to increase competitiveness in times of threat was not confirmed. After COVID-19, clan culture prevailed. It can be noted that individual dimensions of organisational culture changed their location dramatically during the reporting period. But the dimensions in the preferred organisational culture returned mostly to the pre-pandemic state. According to McNemar’s test at an overall significance level of 0.05, there was a difference between the now and preferred periods for dominant characteristics in hierarchy type, organisational leadership in market and hierarchy type, management of employees in clan and hierarchy, strategic emphases in adhocracy type. Of the 24 options, a statistically significant difference was confirmed in six cases. The respondents do not significantly experience feelings of exhaustion or disruption of work-life balance in a post-pandemic situation. The practical findings emphasise the necessity for managers to know the location of dimensions, not only the type of organisational culture. Confirmed facts can help managers, leaders, and policy makers in choosing strategies for shaping organisational culture in non-governmental organisations to achieve the required performance.
Ethical workplace climate has been extensively researched in the for‐profit context but neglected in nonprofits. Perhaps because nonprofits promote shared values, engage with people, and implement development interventions creating public good, they are considered implicitly ethical. This assumption has been questioned in recent studies. We attempted to develop a psychometrically valid scale measuring ethical workplace climate following a sequential research design to fill this gap. We interviewed 74 employees from 30 nonprofit organizations using the critical incident technique to generate statements on ethical workplace climate. The statements generated were categorized with expert judges' help, followed by a survey of 507 nonprofit employees across India. The exploratory factor analysis (EFA) and subsequent confirmatory factor analysis (CFA) resulted in a 43‐item scale, further reduced to 26 items using stepwise regression. Results of subsequent application of EFA and CFA confirmed a four‐factor solution: self‐interest, collegiality, internal legitimacy, and stewardship. A follow‐up study of 243 members of nonprofit organizations confirmed the hypothesized relationships that ethical work climate has a significant effect on affective commitment and job engagement. Finally, we discussed our findings along theoretical contributions, implications, limitations, and future direction.
This study gives emphasis on how a values-based Performance Management System can lead to promoting congruence between organizational core values and the personal values of employees. Specifically, this study focuses on a tertiary higher education institution located in Manila, Philippines and how a values-based Performance Management System may be designed in order to achieve congruence of values. Congruence contributes to success by ensuring that the behaviors exhibited by employees in the workplace are strategically aligned with the vision, mission, goals, and objectives of the organization. Competence, commitment, and compassion are the core values of the organization in this study. The definitions and hallmarks of the core values were established through the interviews with university administrators. To establish a values-based Performance Management System, the core values were translated into competencies and behavioral indicators which may be incorporated in performance appraisal. This institutes a values-based competency model for managing the performance of an organization’s human capital, which has the goal of sustainably strengthening the congruence of values.
The aim of the article is to answer the following research questions: Q1: What types of values do chemical companies in Poland declare in their mission statements? Q2: Do chemical companies in Poland declare values such as responsibility and ethics in their mission statements? Q3: Do these companies differ from other chemical companies 1 in Poland in terms of declaring responsibility and ethics in mission statements?
Half of the chemical companies in Poland mention responsibility in their mission statement, while only one in eight (12.50%) mention ethics. Chemical companies in Poland involved in production and trade (i.e. those that pose a direct threat to the natural and social environment) are more likely to mention responsibility and ethics in their missions than service and/or trade companies in the same industry.
Nonprofit organizations are not only different entities in terms of their mission and values, but they are also arguably different kinds of organizations in every way. .The effectiveness and competitive capabilities of nonprofit organizations depend to a significant extent on the strengths of the interactions with stakeholders especially employees. Since employees and volunteers are the human capital of nonprofit organizations and a core factor in their social capital, the interactions that are required for the mission, the formulation, and implementation strategy are inextricably linked to the degree of employee engagement. Therefore, for nonprofit organizations to be effective, to achieve their community problem-solving outcomes, and adapt to change in the fast-paced competitive environment, employee engagement is a core process in their human resources strategy and employment relations.
Despite the popularity of not-for-profit organizations (NFPs) as a research topic, existing comprehensive reviews are rather limited, resulting in a large body of literature that lacks integration. In this review, we summarize prior research on NFPs, focusing on four key differences between for-profit organizations and NFPs: organizational goals, financial resources, human resources, and leadership and governance. Our aims are to delineate the major inroads that have been made—not only in theory testing, but also in theory building—and to identify fruitful avenues for continued inquiry.
Marketing ist im Gesundheitswesen eine relativ junge Erscheinung. Noch in den 1960er-Jahren und 1970er-Jahren wurde einer Kundenorientierung im Gesundheitswesen wenig Bedeutung geschenkt, da die Nachfrage ohnehin das Angebot überstieg und die Anbieter im Gesundheitswesen eher mit einer Ausweitung ihrer Kapazitäten beschäftigt waren. Als Reaktion auf die ersten Kostendämpfungsmaßnahmen und der damit einhergehenden Verknappung der Ressourcen bzw. dem entstehenden Wettbewerb unter den Anbietern in den USA, wurde Ende der 1970er-Jahre das ≫Health Care Marketing≪ geboren, das einige Jahre später auch in Deutschland Einzug hielt.
Core values are critical to an organization’s identity, mission, strategy, and success. Harmonizing personal values and the core values espoused by the organization addresses congruence gaps and ensures that the actions of employees are consistent and aligned with organizational strategies. This study aims to identify the HR management practices of a University in Manila, Philippines that promote the congruence between the personal values of employees and the core values of the organization. The qualitative research methodology was utilized to identify practices in the areas of Recruitment and Selection, Performance Management System, and Training and Development that promote congruence of values. Semi-structured interviews of key University officials were conducted using open-ended questions. A review of relevant and pertinent documents was also undertaken. The three identified HR functional areas are highlighted because these are critical in the selection, motivation, and retention of high-quality employees. Leveraging HR management practices to promote congruence entails that the values of the organization are well-defined. Employees must understand how these are translated into workplace behaviors and actions. It must be clearly laid down how these relate to their performance and the impact these have on the achievement of the overall goals of the organization.
I present the findings of an exploratory qualitative enquiry into how employees in U.K.-based nonprofit organizations with clearly espoused organizational values experience values (in)congruences. Participants tended to adopt one of three positions—idealism, disillusionment, or cynicism—which they may transition between at different times. I use the theoretical lenses of the ideological psychological contract, organizational identification, and organizational cynicism to interpret these employees’ experiences. These data show how ideological psychological contract and organizational identification processes are entwined as employees fluidly navigate values (in)congruence in nonprofits. This analysis supports a critical reading of organizational cynicism, demonstrating how nonprofit values can be experienced as a form of managerial control, against which employees may wish to defend their selfhood. Several directions for future research are indicated.
Normative values are one of the most central motives for the creation of nonprofits and social enterprises. Nevertheless, their actual role in the management of these organizations has been little explored. Furthermore, the social enterprise literature has typically approached the concept of value from a value creation perspective. This paper looks at the role played by normative values in the strategic management decisions of a nonprofit social enterprise and unpacks the dynamics between the enactment of these values and the creation of social and economic value. In terms of practical implications, this research allows for proposal of a value‐based, strategic management decision aid tool that emerged from the in‐depth, longitudinal study of a work integration social enterprise. Our findings suggest that the enactment of normative values can actually feed in economic value creation, which, in turn, allows for strengthened respect of the normative values, thus generating virtuous cycles that ultimately help the organization to find a coherence between its social mission and market.
While managing the intercollegiate athletic development office is critical to contributions generation, the nearly 40 years of research modeling intercollegiate athletic fundraising emphasized limited factors external to this department. Both theoretical and statistical justification warrants a broader scope in contemporary factor identification. With a resource-based view as the theoretical foundation, a list of 43 variables both internal and external to the intercollegiate athletic development office was generated through an extensive literature review and semistructured interviews with athletic and nonathletic fundraising professionals. Based on the factors identified, random and fixed effects regression models were developed via test statistic model reduction across a 5-year panel (FY2011–FY2015). Ninety-three schools were included, representing 73% of the Football Bowl Subdivision (FBS) membership (85% of public FBS institutions). The results highlight the role of both internal and external factors in explaining intercollegiate athletic fundraising procurement.
Purpose
This paper aims to examine 611 values statements to determine if values statements contain characteristics of organizational culture as provided by Denison and Mishra (1995). The general hypothesis given is there is a relationship between values statements and culture characteristics. Four testable hypotheses, one for each of Denison and Mishra’s (1995) characteristics, are created and tested.
Design/methodology/approach
The process in testing the hypotheses had two components. First, a taxonomy of the values statements had to be determined. This involved using natural language characteristics rather than predetermined classes to create a taxonomy based on the language itself. Second, a custom dictionary for each characteristic had to be created based on Neuendorf (2017) to perform content analysis. Once the values statements were coded with a taxonomic classification and with culture characteristics, a Chi-Square test was performed to determine a relationship between the statement type and the cultural characteristic, and then a multinomial regression test was performed to determine strength and direction of the relationships.
Findings
The tests for all four hypotheses produced significant results in the Chi-Square test. The multinomial regression tests showed primarily that Business statements types often lack adaptability and stakeholder involvement cultural elements. Additionally, Religion statement types are positively related to adaptability and mission.
Research limitations/implications
This paper creates a taxonomy and supplies the rules for classification. Values statements can now be classified using those rules and the classification used in analysis. Additionally, as values statements span over organizational culture, strategic management and strategic communication, these statements become a focal point for studying multiple topics across these fields. More particularly, finding the negative relationship between the Adaptability characteristic with the Business statement type and the involvement characteristic with the Business statement type may provide a cultural explanation for many mixed result studies on organizational success.
Practical implications
Organizational culture can be displayed by way of values statements and can potentially affect organizational strategy and organizational communication. Wording is extremely important in creating a values statement, and that statement must clearly reflect the cultural values of the organization.
Originality/value
First, this paper creates a taxonomy of values statements that is far more complete than anything created before. Second, by examining language, this paper discovers a link between organizational culture, strategic management and strategic communication.
Marketing ist im Gesundheitswesen eine relativ junge Erscheinung. Noch in den 1960er Jahren und 1970er Jahren wurde einer Kundenorientierung im Gesundheitswesen wenig Bedeutung geschenkt, da die Nachfrage ohnehin das Angebot überstieg und die Anbieter im Gesundheitswesen eher mit einer Ausweitung ihrer Kapazitäten beschäftigt waren. Als Reaktion auf die ersten Kostendämpfungsmaßnahmen und der damit einhergehenden Verknappung der Ressourcen bzw. dem entstehenden Wettbewerb unter den Anbietern in den USA, wurde Ende der 1970er Jahre das »Health Care Marketing« geboren, das einige Jahre später auch in Deutschland Einzug hielt (O’Connor u. Prasad 2000).
Recent research indicates that consumers associate nonprofit organizations mainly with the trait "warmth," whereas for-profit organizations are perceived as being "competent." Trustworthiness is another dimension of consumer perceptions of nonprofit organizations. This article attempts to combine two strands of research: Aaker, Vohs, and Mogilner's research on perceptions of warmth and competence and Handy et al.'s and Schlesinger, Mitchell, and Gray's research on individuals' perceptions of trustworthiness in nonprofits. Our study indicates that "warmth," "trustworthiness," and "competence" are distinct dimensions of patient perceptions of hospitals. Perceptions of these traits vary across different manifestations of ownership status. Nonprofit hospitals are perceived as more trustworthy and warm but less competent than their for-profit competitors. With nonurgent care, analysis shows that only trustworthiness and competence influence patients' hospital evaluations. Nonprofit hospitals should try to make their ownership status public as well as to alleviate detrimental deviations of perceived competence from actual competence.
In recent years, a number of studies have used the material values scale (MVS) developed by Richins and Dawson (1992) to examine materialism as a facet of consumer behavior. This research examines the MVS in light of the accumulated evidence concerning this measure. A review of published studies reportinginformation about the scale and analysis of 15 raw data sets that contain the MVS and other measures revealed that the MVS performs well in terms of reliability and empirical usefulness, but the dimensional structure proposed by Richins and Dawson is not always evident in the data. This article proposes a 15-item measure of the MVS that has better dimension properties than the original version. It also reports the development of a short version of the MVS. Scale lengths of nine, six, and three items were investigated. Results indicate that the nine-item version possesses acceptable psychometric properties when used to measure materialism at a general level. This article also describes a psychometric approach for developing shorter versions of extant multiitem measures.
We make the case that there are four distinct forms of organizational values – espoused, attributed, shared and aspirational. These partial, but related, forms encompass variation in temporal orientation and levels of analysis. We use these forms to reveal the dynamic nature of organizational values by delineating the evolution of gaps and overlaps between them. We set out a series of propositions, originating from institutional, organizational and managerial sources to explain the nature of movement between these distinct forms of values and the potential implications for organizational behaviour and performance. Finally, we consider the possibilities of this fine-grained analysis of the organizational values concept for future research.
Exploring boundaries and meanings of public value, the authors seek to identify some of the impediments to progress in the study of public values. The study of public values is often hamstrung by more general problems in the study of values. The authors begin by identifying analytical problems in the study of values and public values. Then they take stock of the public values universe. To identify public value concepts, relevant literature is reviewed and interpreted. Finally, the analytical questions posed in the first section are addressed, focusing specifically on issues related to the hierarchy, causality, and proximity of public values.
The contemporary study of organizational culture reflects mainline concerns of the organizational sociologist. Though anthropology and cognitive psychology have made significant contributions to this new field, the study of organizational culture may be seen as a return to some of the most basic concerns about the nature of organizations and the appropriate methods for analyzing them. We review current work on theory, empirical studies, and contributions—both theoretical and empirical—o the understanding of planned change of organizations. The contemporary study of organizational culture reflects several hotly contested concerns, among which are the following: Can culture be intentionally managed? Must culture be studied using the tools of the phenomenologist or the ethnographer, or does the use of multivariate statistics also have a place? Which social science paradigm is most appropriate for understanding organizational culture: phenomenology, symbolic interaction, semiotics, structural-functional anthropology, cognitive psychology?
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
This article explores the meaning of nonprofit strategy in the human services through an examination of the challenges facing nonprofit organizations working in the field of welfare-to-work transitions. After considering how the growing competition from large business firms in this field poses a major challenge to nonprofit organizations, the article suggests that many nonprofits are not well equipped to engage in a narrow efficiency competition with large corporations. Instead, nonprofit human service organizations need to develop a strategy that emphasizes the unique value-driven dimension of their programs. Welfare reform legislation can serve as an opening for both faith-based and secular nonprofits to differentiate themselves and to develop a distinctive position within the government-contracting market. From this analysis, the article draws some broader conclusions about the future of strategy in the nonprofit human services in an increasingly competitive environment.
Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed across firms and that these differences are stable over time, this article examines the link between firm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage-value, rareness, imitability, and substitutability are discussed. The model is applied by analyzing the potential of several firm resources for generating sustained competitive advantages. The article concludes by examining implications of this firm resource model of sustained competitive advantage for other business disciplines.
Strategic Management: A Stakeholder Approach was first published in 1984 as a part of the Pitman series in Business and Public Policy. Its publication proved to be a landmark moment in the development of stakeholder theory. Widely acknowledged as a world leader in business ethics and strategic management, R. Edward Freeman’s foundational work continues to inspire scholars and students concerned with a more practical view of how business and capitalism actually work. Business can be understood as a system of how we create value for stakeholders. This worldview connects business and capitalism with ethics once and for all. On the 25th anniversary of publication, Cambridge University Press are delighted to be able to offer a new print-on-demand edition of his work to a new generation of readers.
Many formal organizational structures arise as reflections of rationalized institutional rules. The elaboration of such rules in modern states and societies accounts in part for the expansion and increased complexity of formal organizational structures. Institutional rules function as myths which organizations incorporate, gaining legitimacy, resources, stability, and enhanced survival prospects. Organizations whose structures become isomorphic with the myths of the institutional environment-in contrast with those primarily structured by the demands of technical production and exchange-decrease internal coordination and control in order to maintain legitimacy. Structures are decoupled from each other and from ongoing activities. In place of coordination, inspection, and evaluation, a logic of confidence and good faith is employed.
Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
Is there public-service motivation? In comparison to private employees, are public employees more likely to value extrinsic rewards over intrinsic rewards? Utilizing data from the General Social Survey, public- and private-sector workers are compared with regard to the incentives that they value most highly in a job. This study contributes to the research literature on the difference between public and private employees by providing a multivariate analysis of survey data collected using a national sampling frame. Logistic regression results indicate that public employees are more likely to place a higher value on the intrinsic reward of work that is important and provides a feeling of accomplishment. Additionally, private-sector workers are more likely to place a higher value on such extrinsic reward motivators as high income and short work hours. These findings suggest that public-service motivation does exist. Individuals employed in public organizations value different motives than those employed in private organizations.
The nature of the relationship between strategic groups and performance has long been a controversial issue. We examine the possibility that incorporating the concept of equifinality may shed light on the relationship. Whereas most studies assume that a best-performing strategy exists for a given context, we build on Gresov and Drazin's (1997) theorizing to suggest that multiple strategic groups can be equally effective under a given set of conditions, and that as conditions change so do the strategic groups that are equifinal. More specifically, we develop and test hypotheses concerning the prevalence and viability of different strategic groups under different situations. Our results suggest that progress toward finally diagnosing the strategic groups-performance relationship may depend in part on explicitly addressing the role of equifinality.
This article echoes recent calls for public management research to focus on core questions and utilize multiple methods to advance the state of knowledge in the field. In this article, we call for more experimental research on the public/private distinction, which is a core public management research topic. We then conduct a pilot experimental study that provides new insights - and what seem to be major implications - about this important topic. Specifically, we study individuals' vigilance when performing work in a government funded research project compared with a business funded research project. Our results show that individuals are significantly faster, more accurate, and more vigilant when their work is funded by a government agency rather than a private business firm. Two major implications are (1) government provision of goods and services that require faster, more accurate, and more vigilant workers (e.g., airport security or emergency responders) may be superior to private provision, ceteris paribus; and (2) our participants in this study, who are college students, seem to perform better when working for government rather than for the private sector. This is heartening because, with the "quiet crisis" looming over government, many seasoned public servants will soon be replaced by these younger workers. The strengths and limitations of the study are discussed. © The Author 2011. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved.
Do people in two culturally distinct regions of the United States have different value orientations; and, if so, to what extent do such differences relate to attitudes toward product attributes?
The study of organizational culture may benefit from a focus on shared values, one of its measurable core elements. A typology of value systems based on the content (functional-elitist) and source (traditional-charismatic leadership) of values permits a contingency approach for the analysis of the emergence, change, and maintenance of a culture as well as the contributions culture makes to organizational effectiveness.
Success and failure of nonprofit organizations (NPOs) have been prominent themes in the nonprofit community for more than 30 years. However, since there is no common understanding on success and failure of NPOs, the research field is still fragmented. Drawing from research on organizational success and failure in the for-profit context as a theoretical background, this paper systemizes the academic knowledge on NPO success and failure. By shedding light on theoretical approaches used, empirical evidence on the determinants of these constructs, and the sectors analyzed most frequently in this regard, the paper develops an instructive research agenda concerning studies on success and failure of NPOs.
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In accordance with current health care and social reforms designed to enhance service efficiency, the nonprofit and voluntary sector is playing a more prominent role in service delivery. Policy makers would benefit from greater information on ways to enhance coordination between the public health care and social sector and nonprofit organizations. This study has for aim to identify variables associated with the referral process from nonprofit organizations to the public health care and social sector. Data are based on a sample of 168 nonprofit mental health organizations in Quebec, Canada. Five variables were found to influence referrals to the public health care and social sector: (a) proportion of consumers with common mental disorders; (b) number of referrals to other nonprofit organizations; (c) referral rates to intersectorial organizations; (d) formal agreements with hospitals; and (e) participation in a mental health care regional roundtable. Implementing diversified strategies to streamline the referral process and enhance interorganizational collaboration is recommended.
Hospitals' strategy choices represent highly relevant factors that affect organizational performance and survival. This study assesses the differences among hospitals' strategic choices. This strategy definition and assessment reflects the typology proposed by Miles and Snow, who distinguish four strategy types: defender, analyzer, prospector, and reactor. Synthesis of empirical evidence from previous studies that have applied Miles and Snow's typology in the hospital sector using various methodological approaches and measures provides hints for industry-specific patterns and avenues for further research. Taking an extended view of strategic choice, the authors conduct an empirical survey of a sample of 178 German hospitals. The authors apply a multi-item measure of the Miles and Snow strategy types in the hospital sector and identify hybrid strategy types that deviate from the four strategy types defined by Miles and Snow. Overall, seven distinct strategy types emerge from this analysis. There exist three distinct hybrid types in particular. Strategy choice is systematically related to hospital size and teaching status but not to ownership and location. The significant variance in performance for the seven different strategy types justifies the distinction between them. The results support the idea of industry-specific strategy choices. Policy makers should analyze the structural context in which hospitals operate and intervene through political and regulatory means.
This research explores how organizational entrepreneurship (proactiveness, innovativeness and risk-taking) in the health care sector affects hospital performance. We thereby consider heterogeneity in ownership and environmental conditions. To empirically investigate the relationships proposed by theory, a nation-wide survey was conducted generating a sample of 152 hospitals. Results show that organizational entrepreneurship is positively related to hospital performance. Furthermore, it is significantly influenced by both ownership and environment, whereas the entrepreneurship-performance link is independent of any environmental conditions. Our study creates important insight into ownership-related differences of entrepreneurship and gives strong arguments for an entrepreneurial behaviour of hospitals.
As health care systems evolve, innovation is becoming a key driver of performance in the hospital sector. However, innovation management has been adopted only sporadically in hospitals, and dedicated innovation functions remain in the developmental stage. Using control theory, this study develops a theoretical framework that links control mechanisms (proactiveness, innovation process formalization) and a dedicated innovation function to innovation activity and innovation performance. For the empirical analysis, data were collected from a survey of 158 German hospitals, with information provided by general hospital management. We apply a structural equation model and control for hospital characteristics such as hospital size and ownership (public/non-profit/private). The empirical results show positive effects of formal and informal control mechanisms on innovation performance and a positive effect of informal controls on innovation activity. Moreover, a dedicated innovation function is found to positively affect innovation activity and both formal and informal control mechanisms. Based on our findings, we argue that hospital management might devote greater attention to control mechanisms to increase innovation activity and performance. Furthermore, hospital management might consider the creation and empowerment of a dedicated innovation function to take advantage of the positive effects of such a function on informal and formal controls as well as on innovation activity.
Is public service motivation (PSM) higher in the public sector than in the private sector? Or does the level of PSM depend on the task rather than on the sector in which the employee works? It is often difficult to investigate sector differences, as private and public employees typically perform different tasks. Here, we investigate the differences in the PSM levels for a single occupational group performing the same tasks in the private and public sectors: Danish physiotherapists. The article also aims to investigate whether public and private sector employment is related to different types of PSM. The most important findings are that there is no difference in the general level of PSM between employees performing the same tasks in public and private organizations, but whereas private sector physiotherapists seem to be more narrowly oriented toward the user, public sector physiotherapists have a broader orientation toward the public interest.
This article presents a review and analysis of empirically based research on strategic management in nonprofit organizations reported in major journals from 1977 to the present. Although much work has been done on strategy formulation, types of strategies pursued, and implementation in nonprofits, significant gaps exist in our knowledge. Few explicit connections have been made among research studies, contributing to fragmentation of the field. Crucial relationships among strategy components are missing, and links between these components and organizational performance have yet to be made. The article analyzes what is known about strategic management in nonprofits and identifies questions for future research.
This article proposes that ethics is the framework that supports quality and that nurses are central in this interdependence. A brief history of the nursing profession's concern with quality and ethics is presented. A discussion of ethical principles, virtue ethics, and the ethics of care is provided. Implications of the principles and virtue/care approaches for practice and leadership and their impact on quality care are suggested. An example of ongoing collaboration between staff nurses and leadership to improve quality care through development of a nursing ethics council and unit-based ethics steward program is presented.