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Strategic Management For Nonprofit Organizations: Theory and Cases
Abstract
Nonprofit organizations in the U.S. earn more than $100 billion annually, and number over a million different organizations. They face increasing competition for donor's dollars and many of the issues they confront are similar to those confronted by for-profit organizations. This book applies powerful concepts of strategic management developed originally in the for-profit sector to the management of nonprofits. It describes the preparation of a strategic plan consistent with the resources available; it analyses the operational tasks in executing the plan; and describes the ways in which nonprofits need to change in order to remain competitive. The book draws clear distinctions between the different challenges encountered by nonprofits operating in different industries. It will be useful for managers in such diverse organizations as the Santa Fe Opera, the Salvation Army, and the National Football League.
... These moderators highlight the mechanisms by which awareness drives outcomes. Third, we contribute to research on the strategic management of NPOs (Chetkovich and Frumkin, 2003;Oster, 1995) by demonstrating how awareness of SCM leads to greater NPO financial independence via revenue generation from services provided. Finally, we discuss the policy and managerial implications of the study. ...
... Also, NPOs operate in settings where service provision is particularly challenging, and quality is difficult to evaluate (DiMaggio and Anheier, 1990;Oster, 1995). These make it difficult for NPOs to measure performance outcomes (Herman and Renz, 2004), which may weaken effective service delivery. ...
... Improved value creation should, therefore, lead to prospective customers being more willing to pay for services and, eventually, to the NPO obtaining additional revenue from services due to its improved reputation (Padanyi and Gainer, 2003;Voss et al., 2000). Additionally, NPOs that focus on value creation can offer more critical services for which it is difficult to find substitutes (Moore, 2000;Oster, 1995), and search for ways to secure financial support from other actors in the community, such as corporations, who view this focus positively. Furthermore, greater SCA may create a positive feedback loop, wherein NPOs that create greater value for local customers invest further in developing collaborative relationships to effectively meet the community's needs. ...
Purpose
Managerial “awareness” of supply chain management (SCM) principles is a key antecedent of SCM adoption. However, supply chain awareness (SCA) provides fertile ground for further development. The authors combine extant research with the attention-based view of the firm to further develop SCA and theorize about its effect in an understudied context.
Design/methodology/approach
The authors combine SCA with supply chain orientation, of which awareness is central. The authors combine qualitative and archival data for a 10-year period to test SCA in nonprofits. SCA was measured unobtrusively to avoid respondent bias; then, the authors explore how SCA relates to revenue generation from services provided.
Findings
SCA correlates positively with revenue generation. Drawing on a contingency perspective, the authors test two moderators relevant to nonprofits. The positive effect of SCA on revenue is stronger for nonprofits collocated in cities with corporate headquarters but weaker for those with larger boards.
Research limitations/implications
The study further advances the notion of awareness for studying SCM phenomena and provides evidence of its relevance in the unexamined context of human services nonprofit organizations (NPOs). This work has implications for how attention to SCM principles shapes organizational outcomes, the factors that moderate these relationships and the importance of unobtrusively measuring awareness in SCM research. The authors used WayBack Machine to harvest websites. However, the quality and depth of text obtained prior to 2008 were lower than those of later years. Additionally, archival data for NPOs are limited.
Practical implications
Findings inform about the fit between nonprofit resources, type of board and fit with how to fund operations. This research provides an alternative way for policy makers to assess NPO capacity by focusing on the fundamental SCM concepts.
Social implications
The authors contribute to the dialogue about NPOs developing financial independence through revenue generation from services sold to end customers.
Originality/value
NPOs are seldom studied in SCM. This is an attempt to study NPOs by combining qualitative and quantitative data.
... McDonald (2007) explica que a missão organizacional arregimenta pessoas em defesa de um propósito comum e que sua intenção é satisfazer certas necessidades pelas quais não são conhecidas ou adequadamente entendidas pelo primeiro e segundo setor. Oster (1995) explica, ao se referir a organizações sem fins lucrativos que a missão serve potencialmente para organização determinar sua função, motivar seus colaboradores e doadores e avaliar o êxito de seu processo. A missão tem como finalidade criar identidade e objetivo comum entre seus stakeholders, tendo a necessidade de ser simples, clara e específica. ...
... Isto dificulta a realização de determinados projetos e consequentemente ocorre a necessidade de contratação de funcionários para sua realização. Esta situação é reforçada por Oster (1995), na qual assume que a administração de pessoas dentro de uma organização sem fins lucrativos é um fator crítico para sua gestão e que está pautada em vários fatores, como o trabalho intenso, a falta de motivação financeira, e a falta de profissionais qualificados. Tal preocupação com a área administrativofinanceira se justifica por sua sobrevivência estar diretamente ligada à autossustentabilidade, como uma forma de minimizar a dependência de recursos externos. ...
... A estratégia formal na ABASC é percebida mais na área de gestão de recursos, devido à grande preocupação com o desenvolvimento de recursos financeiros, como mencionada anteriormente, mas que é constantemente desafiada pela fé. Oster (1995) explica que grupos religiosos, são os principais fundadores de organizações sem fins lucrativos, motivo este que se fundamenta no seu poder ideológico, princípios, crenças e valores. ...
Esta pesquisa investiga o alinhamento entre as estratégias praticadas e missão organizacional de uma instituição sem fins lucrativos. Uma reflexão voltada para os desafios enfrentados no campo gerencial, obrigando-a repensar missão e forma de atuação. Estas organizações têm adaptado alguns valores e convertendo processos anteriormente informais em práticas gerenciais modernas da lógica empresarial. O estudo de caso, realizado sob a perspectiva qualitativa, cujo amparo metodológico principal de análise de dados baseou-se na análise de conteúdo, com o objetivo de identificar se as estratégias praticadas na organização estão alinhadas com sua missão social. Os resultados da pesquisa mostraram que a perspectiva da estratégia na gestão social ganha complexidade no processo de construção, com uso maior de estratégias emergentes, o que é justificada pelas mudanças bruscas que ocorrem no dia-a-dia da organização.
... In terms of difficulties, one can refer to the additional difficulty of managing human resources, as in the social sector there is, rarely, the possibility of paying market value for important contracts (Oster, 1995), which difficult access to resources with greater impact and experience. However, personal incentives, the mission and the results achieved with the project, the attitude of the management, as well as training, performance evaluation and the organization of events can be strategies for attracting and enhancing human resources. ...
... The data that support the findings of this study are available from the corresponding author upon reasonable request. (Austin et al., 2006;Braga et al., 2015;Marcy & Mumford, 2007;Oster, 1995) Performance The quantification (or accurate measurement) of the social value generated by an innovative project is complex due to the nature of the social fact and to the amplitude of the social response Q16: When we talk about innovative projects in the social area, we justify its relevance through the creation of social value. How can we measure the social value creation? ...
Start today and finish yesterday" wants to emphasize the importance and the potential urgency of social innovation and its positive impacts, since there is a clear impact of social innovation on society and the welfare of individuals, and for that reason, there is a need to gain in-depth knowledge on the topic. Social innovation can be seen as enhanced forms of action, new ways of doing things, or new social inventions, and by addressing different issues through a social innovation lens, we can expect to contribute to the well-being and prosperity of the community, potentially leading to a more sustainable and equitable future. The present research aims to understand how the context, market, potential human performance, and competitive advantage strategies, interfere with the process of social innovation and foster the creation of social value for the community. The case study was the method used, with semi-structured interviews that enabled the comparison of five social innovation projects. Our main conclusions show the importance of contextual factors and the strong presence of the market as important impacts on social projects. Social innovation often stems from the efforts of motivated individuals who strive to bring about change and are willing to take on risks. Evaluating and communicating the social value generated by social innovation projects is vital, but can be difficult to quantify. Finally, the credibility of these projects plays a crucial role in their recognition and competitiveness , and government support through legislation promoting value-sharing and sustainable development can help legitimize them.
... Without a clear mission and theory of change, the alignment between goals and the deployment of resources is uncertain at all levels of the organization. The "mission statement" has become widely accepted as a tool for organizations in all sectors to define their objectives (Oster, 1995;Weiss & Piderit, 1999). An organization's mission gives a common set of terms to define its purpose (Crotts et al., 2005;Wright, 2007). ...
... An organization's mission gives a common set of terms to define its purpose (Crotts et al., 2005;Wright, 2007). In addition, according to Oster (1995), "mission statements. . . act to motivate both staff and donors and help in the process of evaluation of the organization" (p. ...
Networked governance requires public managers to think and act strategically across organizational boundaries. Taking the literature on the transition from government to governance and its implications for Human Resource Management (HRM) as a starting point, we argue that not only top management, but also lower-level employees are likely to be involved in this work. In order to invest effectively in the strategic and collaborative competencies required for networked governance at all levels of the organization, one needs to be able to assess strategic capacity. This article develops an assessment framework based on an in-depth case study conducted in a government department in the Netherlands over a 6-month period. We evaluate an initial framework to assess strategic capacity derived from existing literature and propose an augmented framework that acknowledges the tension between different accountability relationships and the need for continuous, structured, reflective interaction between managers, employees, and key stakeholders.
... Social enterprises, usually having limited financial resources, are rarely able to pay market rates for their human resources (Oster, 1995) and they often rely upon volunteers to fill their ranks. The nature of social enterprises induces an expectation that the employees work for the cause rather than for the financial benefits and it is impossible especially for nonprofit social enterprises to compete with commercial enterprises in providing monetary benefits to the employees. ...
... Social enterprises regard them as a rare and must wanted resource; volunteers freely decide to support the social enterprise without expecting any financial interest. Regular employees also are usually paid less than market rates and work for the cause rather than financial benefits (Oster, 1995). Consequently, social enterprises can develop a larger network of workforce that is highly inspired, motivated, loyal and low cost. ...
Social entrepreneurship has been the subject of considerable interest in the literature. It has become a global phenomenon by addressing the basic needs of humans, which are neglected, and enriching communities and societies. This chapter introduces the context of social entrepreneurship and its background; it continues by exploring the related terms and characteristics of social entrepreneurship. Over the years, social entrepreneurship has emerged as a distinctive context by integrating the resourcefulness of traditional entrepreneurship with the compelling drive to address social problems. Social entrepreneurship needs to be properly defined and it requires a theoretical framework that links it to the theory of entrepreneurship. The purpose of this chapter is to review and extend the current literature by providing insight about social entrepreneurship in the spectrum of entrepreneurship through value creation. As a result, this chapter suggests implications for social entrepreneurs and boundaries for social entrepreneurship.
... The IGF-I hormone is functionally separated since it is released by two different tissues. First, it is released by the liver and acts as an extension of the GH axis through the tonic pituitary stimulation of hepatic synthesis (Oster et al., 1995). Second, the GH hormone determines the level of IGF-I in circulation along with nutritional factors (Laron, 2001;Delafontaine et al., 2004). ...
... • 29 es. It is no surprise that canonical texts in nonprofit management-and here I count Robert D. Herman, David O. Renz and Associate's Jossey-Bass Handbook, Oster and Bryson on strategic management, Worth on functional and strategic management, and Dennis Young and associates on economics -include numerous theoretical interpretations of how nonprofits come to be and where they are going (Bryson, 2017;Oster, 1995;Renz & Herman, 2016;Worth, 2021;Young et al., 2019). ...
This paper examines the challenges of teaching management policy development in nonprofit organizations through a pan-disciplinary “constructive epistemology.” The elements of the epistemology encompass sequential elements that go beyond problem-solving heuristics, and apply well to managerial policy development in nonprofit organizations. Those elements include Issue Identification, Stakeholder Recognition, Normative Desires, Conceptual Framing, Empirical Observation, Scenario Envisioning and Prescriptive Recommendation. I argue that each of these helps to frame policy problems, and together they provide a firm basis for developing policy and for reviewing its effects. The constructive epistemology is illustrated with a discussion of how nonprofits might develop policy around the prospect of receiving donations from morally suspect sources, the so-called “dirty money” problem.
... A mission statement (MS)-also labelled a creed, vision, purpose or philosophy-can be defined as a declaration of an organisation's raison d'être that reveals the firm's basic beliefs, values, aspirations and philosophical priorities (David 1989). Numerous studies have emphasised the relevance of defining and communicating the MS in SEs (Oster 1995;Desmidt et al. 2011;Sidhu 2003). Desmidt and colleagues (2011) and Moss, Short, Payne and Lumpkin (2011) propose that the MS of an SE encompasses both the competitive rationale and the social desire, simultaneously fulfilling the social problem and dealing with the economic restrictions. ...
Social enterprises (SEs) are mission-driven organisations that pursue both (1) financial independence from grants and charity by achieving at least small profitability, and (2) positive social and / or environmental impacts. While the two objectives are mostly framed as contradictory in the recent literature, in this research we scrutinise this assumption. We examine how mission internalisation (MI) by employees impacts on employee mission engagement (EME) and how EME is related to perceived social mission achievement (PSMA) and perceived organisation performance (POP) within the social enterprise setting. A sample of 143 social enterprises was used to confirm the scale and validate the model using structural equation modelling. The findings reveal that MI impacts on EME and that EME, as expected, is related to organisational outcomes: PSMA and POP. Given that PSMA fully mediates POP, we conclude that the social and economic objectives are fully compatible when the social mission is placed at the centre. Furthermore, POP cannot be achieved without PSMA. The lesson learnt is that the social mission works if it is truly internalised. By focusing on mission internalisation, SEs can prevent tensions among social and economic goals. While hybridity (focus on social and economic ends) is what describes the mission in an SE, the majority of articles still focus on achieving just one end. We provide a conceptual model (and its empirical validation) of how social organisations achieve both social objectives and business objectives.
... In all cases, there was also not a formal change of mission statement. We were not surprised by the lack of change of mission statement content during our sampling time because organizations traditionally set their mission statement and do not change it unless there is a strategic reason (Oster, 1995). ...
Purpose – This manuscript explores the value of mission statement emotional content in the relationship between money raised by a nonprofit organization through fundraising efforts and the money spent. It proposes the emotional content of a mission statement moderates money spent and earned to ultimately to impact how much revenue a nonprofit makes through fundraising.
Design/methodology/approach – The manuscript evaluates the qualitative turned
quantitative data (via text mining) in mission statements from 200 nonprofits serving the
homeless sector via a moderation analysis. After segmenting the sampled nonprofits by gross revenue, we analyze the impact of the positive and negative emotional tone in each group to determine how the content of a mission statement impacts organizational revenue.
Findings – The paper provides empirical insights about how the emotional polarity of a mission statement influences money earned through fundraising. However, the positive and negative tone of a mission statement impacts organizations differently based on size. For nonprofits that report an annual revenue of less than 1 million earn less revenue with a positive tone in their mission statement.
Research limitations/implications – Owing to the specialized group sampled, the findings possibly only apply to the sampled group. Therefore, researchers are encouraged to test the relationships found in other areas of nonprofits. However, the implications of mission statement polarity influencing financial performance in any population should be of keen interest to practitioners when crafting mission statements.
Practical implications – The findings that mission statement emotional tone influences the financial performance of a nonprofit has direct implications for the effective delivery of services in the nonprofit realm. Leaders of nonprofits can use our findings to position their organizations to capture potential needed revenue in the crafting of their mission statements.
Originality/value – This paper uniquely exposes the moderating impact of the emotional tone in mission statements in relationship to financial performance.
... For example, Singbal et al. (2020) study a problem related to automated storage and retrieval systems faced by the Indian Railways, whereas Narayanaswami and Narasimhan (2017) discuss a cost minimizing problem regarding transportation of food grains faced by Food Corporation of India, a public sector organization. However, as observed by Shen and Berenguer (2020) and Oster (1995), public sector organizations and NPOs differ in their operating styles. An immediate difference lies in their sources of funding. ...
Conventional textbook models of profit-maximizing firms are generally unsuitable for understanding and modeling the objectives of a nonprofit organization. Closing this gap is especially important as nonprofits, regarded as the third pillar of the society, are increasingly prevalent along with the government and the for-profit businesses. GAP, a humanitarian project undertaken by Ramakrishna Mission (RKM), a large nonprofit organization in India, has been highlighted in our case. Our case serves three pedagogical objectives: (i) understanding the cost structure that is specific to the GAP project, (ii) applying break-even analysis, and (iii) quantitative modeling of the nonprofit’s decision-making problem using a simple spreadsheet modeling approach. The case has been tested across a diverse set of courses across different MBA programs at two public business schools in India. In all those courses, students found the case challenging but were appreciative of the hands-on experience gained by working on a real-life decision-making problem.
... Several studies have noted that such an attitude by social ventures towards marketing results from varied constraints including fear, anxiety, lack of marketing skills, lack of competence in adopting innovation, and aversion to risk-taking (Andreasen and Kotler 2003;Dodge and Robbins 1992;Dolnicar and Lazarevski 2009;Herron 1997;Basil et al. 2015;Oster 1995). Therefore, in order to sustain in a market economy, social ventures require an attitudinal transformation (Kerin and Peterson 2010;Mort, Weerawardena, and Carnegie 2003;Zietlow 2001). ...
Social entrepreneurial ventures generally have lower profitability owing to poor value perceptions of their offerings, which negatively impact financial sustainability. A frequent antecedent is the negative view of marketing prevalent in the sector, requiring an attitudinal transformation. This study provides one such success story that demonstrates how a deliberate marketing-driven approach allowed social entrepreneurs in Eastern India to pilot a new venture with creative offerings that detected and filled a financially viable gap in the cultural clothing market. This paper makes a case for social entrepreneurship ventures to be market savvy in order to financially nurture their social mission.
... However this information is generic in nature, primarily for industrial or commercial application (Davenport et al. 1954;Lasserre, 2003;David, 2001;Miller et al., 2000;Wheelen and Hunger, 1998;Hussey, 1998, Miller andDess, 1996;Ziegenfuss, 2006;Kerzner, 1997;Rea and Kerzner, 1997;Haines, 1995). The information available in the non-industry setting is mostly related to public or non-profit organizations other than educational institutions (Koteen, 1997;Oster, 1995;Bryson, 1995;Allison and Kaye, 2005;Poister, 2004). There is lack of information regarding university specific planning. ...
... The strategic management issues resulting from combining for-profit and non-profit activities were similarly highlighted by Oster (1995). Oster (1995) mentioned that the management of for-profit business may require a different strategy and structure compared to the non-profit business. Raspberry Pi addressed this issue by merging and acquiring new organizations (Coder Dojo and Code Club) with their Foundation to develop the capabilities to deliver on their core mission of education. ...
The recent intersection of two entrepreneurship streams – technology and social – has given rise to the emergence of technology-based social enterprises (TSEs). TSEs are of particular interest to many stakeholders as they have the potential to provide scalable solutions from a technological perspective to address diverse social challenges in the world. However, a review of the literature revealed a gap in knowledge on the growth process of TSEs because: (1) TSEs are an emerging phenomenon; (2) existing research on technology enterprises has predominantly focused on issues related to profit and value maximization; (3) existing research on social enterprises and non-profits typically do not have a technology focus. To address the gap in knowledge, in-depth case studies were conducted on five prominent TSEs based in Cambridge, United Kingdom – Raspberry Pi, Simprints, WaterScope, Solaware, and Blue Tap. The case studies were conducted in two stages – Stage 1 was structured around an initial resource-based conceptual framework derived from the literature; Stage 2 was structured around a legitimacy-based framework derived from literature. Findings from Stage 1 revealed the similarities and differences of growth between TSEs and commercial technology enterprises or traditional non-profits. The findings from Stage 1 also indicated that legitimacy as a resource has significance for the growth of TSEs, which led to the implementation of the legitimacy-based Stage 2 to provide further analysis. The findings from both stages were subsequently used to modify and enhance the initial resource-based conceptual framework. This study provides contributions to theory through the development of a conceptual framework to describe the growth process of TSEs. The study also revealed the strategic use of legitimacy as a resource by TSEs to grow. This study also contributes to practice by providing empirical findings on the resource acquisition process of TSEs. The findings highlight the importance of specific resources accessible by TSEs, such as the use of skill-based volunteers and pro bono resources, which are unconventional to both commercial technology-based enterprises and traditional non-profits. The study also revealed that the environment plays a crucial role in facilitating resource acquisition by TSEs. An environment such as Cambridge that has a rich ecosystem of individuals and organizations to support technology-based organizations has been found to be conducive for the growth of TSEs.
... Enacting trauma-informed care is not an easy task for nonprofits. Mission statements created by U.S.-based nonprofits communicate their core values and activities to stakeholders (Kirk & Nolan, 2010), focus the organization on a particular population (Kirk & Nolan, 2010), and are often viewed as more important to nonprofits than for-profit entities (Moore, 2000;Oster, 1995). Whereas identity-based organizations can specialize in advocating for D/HH people (Ospina et al., 2002), issue-based organizations focus on broad concerns that carry across cultures. ...
Accessible services are not always available for survivors of sexual assault and intimate partner violence who are d/Deaf/Hard of Hearing (D/HH). Constraints on communication for staff at issue- based nonprofits often negatively impacts their work to achieve the organization’s mission. Drawing on data gathered from 12- months of ethnographic research at a regional, issue-based, anti- violence nonprofit in the southwestern U.S., this ethnography investigates tensional knots that restrict staff from supporting D/ HH clients. Mandated accommodations disrupt ableist practices and construct knotted organizational tensions between: (a) generalized vs. specialized support for clients, and (b) routine vs. non-routine intervention practices. Participants describe a complex and tangled set of organizational tensions in their engagement of generalized, routine structures, while inventing new, non-routine avenues to communicate support to their D/HH clients. Ultimately, the tensional knots uncover issues nonprofits face with addressing accessibility and the interplay of tensions.
... As a possible approach to cope with this crucial predicament, museums have embraced the concept of strategic management from for-profit organizations in order to cope with the changing demands of the societies and complex nature of competition (Reussner, 2003;Papoulias et al., 2020). For non-profit organizations like museums; strategies that focuses on business, external marketing, long term planning and a more comprehensive view that follows the "Goal Development-Strategic Planning-Strategy Selection-Implementation and Program Development" path are recommended by the literature (Hatten, 1982;Kovach, 1989;Ambrose et al., 1991;Oster, 1995;Kotler et al., 1996;Kotler et al., 2000;Kawashima, 1998;Kotler, 2001;Reussner, 2003;Kong,2008). ...
Collecting, protecting and presenting a diverse range of objects can be considered as one of the main purposes of the museums. Similar to many other non-profit organizations, management aspect of museums is often ignored or overlooked up until the beginning of 21st century. However, with the innovative managerial practices, impact of globalization and inter-connected entertainment sector forced the museums to integrate strategic management practices into their operations. Within this context, study aims to discover the managerial perspective of the visited-oriented museums in Turkey and explore whether they are embracing or employing strategic management principles or not. To achieve this aim, 12 semi-structured in-depth interviews were conducted with the museum managers. Results highlights the contemporary administrative structures of Turkish museums which yields valuable information. Numerous managerial implications and future recommendations are provided for the effective management of museums.
... Meanwhile, its vision is to organize education that instills understanding and love for the Al-Quran and As-Sunnah, prepares an environment where scientific attitudes develop, logical thinking, philosophical, and natural phenomena, and delivers students ready to pursue higher education in the field of science. This is in line with the opinion of Steiss (2003) who stated that a vision statement must present an image that leads to success, is consistent with organizational values and must be realistic and credible, yet ambitious and responsive to change and challenge and inspire people in the organization. ...
Nowadays, the declining moral values that have plagued our society cannot be separated from the ineffectiveness of instilling moral values, both in the family, school, boarding schools, and society as a whole. It is necessary to instill cultural values in the education environment as a sub-culture which is the existence of character building. This paper aimed to describe the cultural values of Muhammadiyah Boarding School and its benefits for the life of the students. This study was a qualitative study using a case study approach with the location of the Senior High School of Muhammadiyah Sains (Trensains) Sragen, Central Java, Indonesia. The data collection technique was carried out through in-depth interviews with three informants, observation on the interaction of students with students, students with the instructor of the Boarding School, students and ustadz/ustadzah (teachers), documentations through the Trensains guiding book, photos, and social media. The results of this study indicated that the cultural values carried out in the Trensains environment were independence values, leadership values, disciplinary values, environmental care values, ukhuwah (fraternity/brotherhood) and family values, scientific and expertise values, and research and natural observation values. These cultural values provided the benefits for the character building of students in the boarding school environment. This study is expected to be input for the Boarding School Development Institute, Muhammadiyah Central Management which is developing nationally the cultural values contained in the Muhammadiyah Boarding School extensively.
... The voluntary characteristic refers to volunteers dedicating their time on their own volition, and staff seeking employment, often at lower wages (Borzagao and Tortia, 2006), to support a mission they consider worthy. As discussed, this can then generate the perception that the people who work and volunteer for NGOs are good (Oster, 1995). When people's goodness is overestimated, people may consider themselves and others in the NGO to be better than they actually are, i.e., inherently good. ...
Nongovernmental organizations (NGOs) are perceived to be morally good, yet NGOs engage in multiple types of unethical behaviors. Research explains NGO’s unethical behavior despite their moral goodness. We conceptualize how NGO unethical behavior can be explained because of their moral goodness. We propose that the three characteristics inherent to NGOs—the nondistribution constraint, being private, and voluntary—can explain why NGOs can be perceived to be morally good. We apply the construct of the halo effect and focus on the perception of people in NGOs to conceptualize how they can overestimate the goodness of their NGO’s mission, morality, and people, including themselves. We define this as the NGO halo effect. We propose that the NGO halo effect can relate to unethical behavior by people in NGOs by three moral mechanisms—moral justification, moral superiority, and moral naivety. We discuss our model’s implications for theory building and future research.
... As the organisation grows, there arises a need of setting-up proper systems. Social entrepreneurs neither pay their employees as per the market rates, nor they are capable of giving other incentives like stocks (Oster, 1995). This pattern of lower payments is commonly found in many of the non-profit ventures such as education (Freeman, 1979) and healthcare (Cole, 1982). ...
This study is aiming towards the exploration of factors that motivate an individual to become a social entrepreneur. It also highlights the various approaches used to overcome the challenges faced by them leading to sustainable social ventures. The study draws upon qualitative data by conducting structured interviews using interpretative phenomenological analysis (IPA) technique with 15 social entrepreneurs. It identified many challenges such as financial, social, etc. that come in the way of becoming a social entrepreneur. There are motivators identified like satisfaction, passion, support, and impact on society that keep the spirits high of a social entrepreneur despite so many challenges faced. The study also identifies ways to ensure the sustainability of social enterprises. This research makes a significant contribution by highlighting the challenges faced by Indian social entrepreneurs who have been neglected in the literature and recognising the factors that keep them motivated. This study is useful not only for the individuals who are to pursue their idea of helping the society but also for the external bodies like government and stakeholders, in order to create a supportive environment for this emerging sector.
... In all cases, there was also not a formal change of mission statement. We were not surprised by the lack of change of mission statement content during our sampling time because organizations traditionally set their mission statement and do not change it unless there is a strategic reason (Oster, 1995 The effect of mission statement polarity ...
We examine the impact of the emotional polarity of a nonprofit organization's mission statement on fundraising success. We confirm that spending more money on fundraising correlates with more funds raised, then demonstrate that this relationship is moderated by the emotional polarity of the organization's mission statement. A nonprofit mission statement with more positive sentimentality correlates with an increase in overall fundraising revenue for dollars invested in fundraising-as long as fundraising expenses remain below approximately $1.25 million. For an organization that spends even more on fundraising activity, the relationship reverses. Our study explores this phenomenon in nonprofit organizations in the United States serving the homeless population.
... Using the same organizational technology to produce core and earned revenue activities reflects integration and coordination (Gonzalez et al., 2002). Target market reflects the intended audience or market for the earned revenue activity, and whether this market is the same as the mission-based activities (Frumkin & Andre-Clark, 2000;Oster, 1995). In the case of earned revenue's effects on individual donations, the target market also reflects whether the earned revenue's target market overlaps with an organization's donor pool. ...
Nonprofit organizations increasingly rely on earned revenue to sustain their mission-driven activities. Previous research examining the effects of earned revenue on other income streams tends to study earned revenue in the aggregate. Using panel data from 12,372 organizations from 2010 to 2015, this analysis applies a framework of revenue embeddedness to link earned revenue activities to mission and analyze the effects of earned revenue activities on donations. Earned revenue activities offering new products or services to existing donors appear to complement individual donations. These findings have theoretical and practical applications related to how nonprofits pursue earned revenue.
... Corporate foundations are characterized by their ownership or structural relationship with the parent company. In nonprofit organizations, it is often not clear who the primary principals are (Anheier, 2005) because these organizations engage with multiple stakeholders, such as founders, donors, beneficiaries, managers, staff, volunteers, local communities, and public agencies (Carver, 1997;Oster, 1995). However, corporate foundations are closely linked to their founding organization through the provision of financial resources (e.g., annual endowments in the case of private charities, and employee or senior management contributions in the case of public foundations) and / or non-financial resources (e.g., brand, identity, employees, knowledge, physical space). ...
Corporate philanthropy has noticeably kept its momentum as a growing trend across the globe in various industries. While existing literature has mainly focused on the nature and motivation of corporate philanthropy from various perspectives, this dissertation shifts our attention to the variation of corporate philanthropy among organizations in the same industry. Specifically, the dissertation seeks to answer the following research question in the professional sport context: why do some teams give more than others despite being in the same industry? The dissertation aims to provide a comprehensive understanding of how institutional and organizational factors influence the philanthropic activities of professional sport teams through their associated charitable foundations. To this end, three distinct studies were conducted using longitudinal philanthropic giving data from team foundations in four professional sport leagues in the United States. The studies presented in the dissertation provide a multilateral understanding of the factors influencing professional sport teams’ corporate philanthropy. Study 1 examines how the presence of multiple peers from different institutional fields (i.e., professional sport league and geographic community) affects sport teams in terms of influencing their philanthropic contributions (Chapter II). The results suggest that sport teams are more likely to be affected by the philanthropic giving levels of their league peers than their local peers, and the effect of league peers is stronger when the team’s foundation size is smaller. Study 2 questions how community institutional forces (i.e., regulative, socio-normative, and cultural-cognitive) affect professional sport teams in terms of their charitable contributions (Chapter III). The findings show that higher state income tax rates and a greater presence of nonprofits in the community increase the level of team philanthropic giving. Study 3 explores the influence of team foundation governance on a professional sport team’s philanthropic giving (Chapter IV). The results suggest that larger foundation board size and presence of a paid foundation executive director increase philanthropic giving of professional sport teams. Collectively, the findings of this dissertation highlight that CP is a multifaceted and contextual organizational phenomenon whose drivers and outcomes vary by institutional and organizational environments in which professional sport teams operates.
... Çünkü bu faktörler, STK'ların verimli bir şekilde kurumsal misyonlarını yerine getirilmelerini ve kamusal ürün ve hizmetler sunmalarını etkilemektedir (Doherty vd., 2013;Eisinger, 2002;Millesen vd., 2010). Örneğin, stratejik yönetim teorileri kuruluşların iç ve dış çevrelerindeki değişimlere uyum sağlayabilmek ve başarılı olmak için stratejik çözümler belirlemeleri ve kurumsal kapasitelerini güçlendirmeleri gerektiğini belirtirler (Barney & Hesterly, 2012;Hill & Jones, 2008;Oster, 1995). Benzer bir şekilde, kaynak bağımlılığı teorisine göre kuruluşlar sürdürülebilirlik ve büyüme için mücadele ederler (Froelich, 1999;Hillman vd., 2009;Pfeffer & Salancik, 1978). ...
Sivil toplum kuruluşları (STK), kamu kurumları ve özel sektör kuruluşlarının toplumsal ürün ve hizmet üretmede yetersiz ya da isteksiz oldukları alanlarda önemli bir tamamlayıcı, destekleyici veya alternatif aktör haline gelmişlerdir. Bu nedenle, STK’ların kurumsal performanslarındaki farklılaşmalar ve başarısızlıklar, bu STK’ların sunduğu ürün ve hizmetlerin sürdürülebilirliklerini, verimliliklerini ve erişilebilirliklerini olumsuz etkilemektedir. Birçok araştırmada, STK’ların kurumsal performansları ile kurumsal kapasiteleri arasında anlamlı ilişkiler bulunmuştur. Buna paralel olarak bu çalışmada; kurumsal kapasitenin önemli bileşenlerinden olan insan kaynaklarının kurumsal performans üzerindeki özgün etkisi Türkiye’nin 81 ilinden rastgele seçilen 975 Gençlik STK örneklemi üzerinden araştırılmıştır. Araştırma verileri, bu STK’ların temsilcilerine uygulanan anket araştırmasından elde edilmiştir. İnsan kaynaklarının kurumsal performansa etkisi çoklu regresyon analizi yöntemiyle test edilmiş ve açıklanmıştır. Araştırma bulguları doğrultusunda; profesyonel yöneticilik, yönetim anlayışından duyulan memnuniyet, gönüllülerin katkılarından duyulan memnuniyet, maaşlı çalışan sayısı, iş tamamlayabilme yetkinliği ve kurum içi eğitimler gibi insan kaynaklarına ilişkin değişkenlerin STK’ların kurumsal performansları üzerinde etkili olduğu görülmüştür. Ayrıca, STK’ların insan kaynaklarının ve kurumsal performanslarının iyileştirilmesine yönelik politika önerileri geliştirilmiştir.
... NPOs follow a logic of proposing, creating, and capturing societal value as the ultimate goal (Moore, 2000). The final value delivered by the nonprofit sector is the achievement of its societal purpose (Oster, 1995), while economic value is merely one of the ways to achieve this goal. We support this analysis wherein nonprofit organizations are specific and distinctive from for-profit organizations since they reverse the ends and means. ...
... The capacity of a CSO is mainly considered as financial resources, personnel skills and organizational functions that ensure achievement of its mission and effective service by its organizational units (Doherty et al., 2013;Eisinger, 2002;Millesen et al., 2010). For instance, strategic management theory is based on the assumption that organizations need to determine strategic responses to changes from their internal and external environments (Barney and Hesterly, 2012;Hill and Jones, 2008;Oster, 1995). Therefore, organizations have the main objective to build and strengthen their capacity. ...
This book explains concepts, theories, history and organizational development of CSOs by reviewing the literature. While reviewing theories of CSOs, the factors causing differentiation in presence and organizational development of CSOs in different societies are noted in order to make an empirical anaylsis by a case study. In this direction, new hypotheses are determined based on the factors influencing presence and organizational development of CSOs. As a result; different insights, evaluations and assumptions are presented together in one single comprehensive book. Theoretical assumptions were tested by primary and secondary data that are collected for dependent and independent variables in the case of Turkey. For this purpose, two different models were created: first model to explain presence of CSOs by measuring size of CSOs in 81 NUTS-3 regions of Turkey, and second model to explain organizational development of CSOs by measuring organizational performance of 975 Youth CSOs in Turkey. Data was analyzed by Hierarchical OLS (Ordinary Least Squares) Regression Analysis to reach empirical findings, and to generate discussions that are beneficial for scholars, public institutions, CSO managers, and funders of CSOs (e.g., individuals, private sector organizations, and other non-public organizations) in understanding the factors explaining the differentiation in size and organizational performance of CSOs in Turkey.
... Similarly, the economics of mission-first entrepreneurship can make it difficult to compensate staff as competitively as in commercial markets. Unlike commercial entrepreneurs, who frequently have the financial means to recruit and retain talent, mission-first entrepreneurs are rarely able to pay market-rate salaries or to offer incentives such as stock options (Austin et al., 2006;Oster, 1995). ...
Over the last few decades, support for nascent social entrepreneurs has increased drastically. The new support infrastructure often uses the same instruments as for commercial entrepreneurs. However, little is known about what support social entrepreneurs actually need and whether these needs vary for different types of entrepreneurs and institutional contexts. This paper explores the support needs of nascent social entrepreneurs. Reflecting the ongoing debate on the nature of social entrepreneurship, it presents hypotheses for two types of actors: "mission-first" entrepreneurs (vs. commercial entrepreneurs) and "hybrid entrepreneurs" (vs. entrepreneurs with one dominant value creation goal). The hypotheses are tested on a sample of 833 nascent entrepreneurs in 31 countries. The results indicate that the level of support needed depends on the type of social entrepreneur in question. The needs of mission-first entrepreneurs largely resemble those of commercial entrepreneurs. Hybrid entrepreneurs, on the other hand, require more direct support, access to networks and field-building support. Also, findings show that institutional voids increase support needs for all types of entrepreneurs. However, hybrid entrepreneurs require less additional support than other types of entrepreneurs when operating in countries with weak rule of law. Overall, the findings show that the support needs of social entrepreneurs are contingent on their mission orientation and their institutional context.
Social enterprises (SEs) have an important role in the social services provision. Many of those enterprises provide services, such as care services to elderly people and young people at risk of exclusion, work integration services, mediation, etc. In European Union (EU) countries, public administrations are obliged to provide these services to the citizens, although they externalize the provision to SEs. In this chapter, the financial strategies of SEs are analyzed in order to assess if they have any impact on mission drift. The analysis is based on the experiences of three SEs that provide social services in Catalonia, Spain. Several interviews with managers and board members of SEs were done. The results indicate that there is an important financial dependency of these SEs on the public administration. Therefore, SEs have problems to remain mission-focused, and a mission drift into market positions has been observed.
We interviewed 21 board chairs of nonprofits with social missions to ask how their organizations assess performance when they cannot adequately track the intangible work by employees or the outcomes of this work. We find that the uncertainty around tracking performance data makes boards skeptical of their ability to assess performance in these organizations. Our study suggests that the skepticism of these boards inspires effective strategies focused on decreasing uncertainty around performance. These strategies include tracking a combination of quantified data, process data, and narratives from employees and clients, and ensuring specific board processes that foster a psychologically safe environment for discussion and checking against cognitive biases. We find boards in these organizations to be aware, engaged, and effective at assessing performance and we suggest that policy makers can be better informed by accessing the knowledge and strategy used by these boards.
Originally a joint organization with the profession’s regulatory body since 1958, in 1996 the Psychologists’ Association of Alberta (PAA) officially incorporated as a separate non-profit professional association. The first 10 years represented a time of growth and development for both organizations with considerable volunteer investment from the psychologists who tended to be members of both organization. The following 10 years, have seen increased competition for resources and marketplace in the mental health landscape. This has challenged the PAA’s mission to advance the science-based profession of psychology and to promote the well-being and potential of all Albertans in a sustainable way.
This strategic management review was commissioned by the PAA Board of Directors with the goal of becoming a High-Performance Organization (HPO) and employed a SWOT analysis, PESTLE analysis, Strategic Management Model overview, and gap analysis process based on staff and key volunteer interviews and a documentation review that occurred over a two-month period, from October to December 2017.
SWOT Analysis
Using strengths to take advantage of opportunities may mean extending liability insurance to psychotherapists, collaborative volunteer efforts, and online engagement. Overcoming weaknesses by taking advantage of opportunities may mean increased volunteers, values-driven strategy, and competitive technology. Using strengths to avoid threats may mean including psychotherapists, member-driven advocacy, enhanced benefit awareness. And, PAA can minimize weaknesses to avoid threats via expanding mission, enhancing technology, and reallocating workloads.
PESTLE Analysis
Analysing the macro-environment indicated several next steps. These included: Shifting government advocacy efforts to both provincial and federal governments and to senior bureaucrats. Bolstering key messages in relation to the struggling economy. Improving online responsiveness. Exploring psychotherapist inclusion. And, increased judicial engagement.
Strategic Management Model Implications
PAA’s Strategic Formulation requires clear values, vision, and strategic planning.
PAA’s Strategic Implementation requires board engagement and stakeholder prioritization.
PAA’s Strategic Evaluation requires progress monitoring and benchmarks for success.
The following six strategic management issues were examined specific to the current situation, the desired outcome, and barriers to success with key recommendations of action items and an evaluation plan for implementation.
Vision, Values, & Mission
PAA has a mission statement but no articulated values nor a vision for the future of the profession or organization within which to frame strategy. Developing this will be key to marketing, strategizing, framing decisions, and inspires staff and volunteers to achieve goals.
Critical Success Factors
PAA’s only articulated goals are those in the Strategic Plan or implied in the CEO workplan. Setting program goals and objectives, clarifying necessary functions, and establishing crucial success factors, will help PAA and stakeholders know how PAA’s mission will be accomplished.
Strategic Planning Process
PAA has no formal strategic planning process. Continuous strategic Planning, making strategy core to board operations, routine SWOT analysis and involving stakeholders will result in a strategic planning process that will identify strategies so that PAA can achieve its mission.
Key Performance Indicators
PAA’s only performance measures are membership numbers, budget health, and CEO reports. Setting core key performance indicators (KPI’s) specific to communication metrics, capacity metrics, member engagement, and mission metrics, will objectively demonstrate PAA success.
Change Management Process
PAA has changed few systems or processes and can be slow to react to necessary change. Prioritizing environmental scans, planning for identified changes, managing those changes, and routinely assessing change capability will enhance PAA’s change management abilities.
Build Human Resource Capacity
PAA may not be perceived as being sufficiently responsive to member needs. Communicating member benefits, increasing staff capacity, targeting key relationships, and rewarding engagement will foster successful stakeholder relationships to build commitment and competence.
In summary, this strategic management review presents a grounding framework and then detailed gap analysis of each of these issues followed by a task-orientated action plan and an evaluation plan that allows for easy tracking of its implementation. The bibliography provides a detailed resource list and additional resources are included in the appendix such as examples or resources for SWOT analyses, strategic management models, mission statements, values statements, Key Performance Indicators, critical strategy questions, and outcomes of high performance organizations.
The tangible recommendations provided in the Action Plan and the Evaluation Plan, along with the additional resources provided, will enable PAA to easily chart its progress towards developing a sustainable strategic planning orientation and to realizing their current strategic plan goal to be a high-performance association.
Individuals spend most of their time as a member of an organization in a social, cultural, or economic context. Individuals in these organizations; are involved in organizational activities by taking on various roles, sometimes as employees, volunteers, students, or customers. Individuals communicate with or are affected by organizations at every moment of their daily lives and for various reasons. The concept of organization is defined as communities in which individuals systematically cooperate with others to achieve the goals they cannot achieve alone (Eren, 2003: 203-204). Organization reflects an open system in which social and physical resources are brought together harmoniously (Budak and Budak, 2004: 21). Organizations that produce goods and services and engage in economic activities to meet the needs of individuals are classified as for-profit organizations and non-profit organizations according to their purposes (Aydın, 1992: 235). The most common type of organization is a for-profit organization established to generate income and achieve commercial goals (Ülgen and Mirze, 2013: 22). Non-profit organizations, on the other hand, are organizations that work for the benefit of society without the intention of making a profit and developing an understanding of participation and solidarity in solving the problems in society (Andrei et al., 2018: 215-216; Morrison, 2016: 236). The rapid progress in economy, technology, and world politics in the recent period complicates organizational environments and increases organizations' uncertainty levels. In addition, organizations face various risks, both from within their organizations and the external environment, beyond the traditional risks. As a result, managing and controlling business risk became more challenging (Alshirah et al., 2020: 219). In such an environment, the board of directors' roles in organizations is becoming increasingly important. Boards of directors in for-profit and non-profit organizations receive great attention as the final decision-makers because of their significant contribution to the success of organizations. In particular, the board of directors' advisory, monitoring, and networking/resource acquisition duties directly affect the organization's effectiveness (Jaskyte, 2017: 453). Therefore, the board of directors is considered a tool for dealing with the organization's environment. Boards of directors should fulfill their legal responsibilities, serve as boundary setters, monitor organizational managers, and increase corporate social performance (Wang and Dewhirst, 1992: 115). Previous studies provide evidence that the board plays a vital role in determining an organization's social performance and that board characteristics are associated with social performance (Huse et al., 2009; Bear et al., 2010; Jo and Harjoto, 2011). This shows that the board of directors is a significant governing body for an organization. A unique asset that genuinely adds value to an organization, the board of directors collaborates closely with the organization's management. The link between a board of directors actively partnering with management, especially in strategy development, and the success of an organization has been known for some time (Davis, 2013: 30). The board of directors is seen as more important than the organization's management. If organizational governance is not well organized, it is impossible to obtain adequate control. From this point of view, it is necessary to know the importance and duties of the board of directors, which is the top management body and directs the activities of profit-oriented and non-profit organizations. However, there is a notable knowledge gap in the management literature stream. Examination of the management literature determined that preliminary studies examine for-profit (commercial enterprises) and non-profit organizations together and simultaneously deal with the boards of directors of these organizations. This study aims to fill this knowledge gap. In addition, this study provides comprehensive information about both types of organizations and the boards of directors of these organizations are examined. More importantly, this study compares the similarities and differences between two different types of organizations and the boards of directors of these organizations.
Management literature states that board directors are involved in for-profit and non-profit organizations. To better reflect the impact and effectiveness of the board of directors, first of all, information about for-profit and non-profit organizations is given in this study. Then, the boards of directors in both types of organizations are examined in detail.
This research note focuses on one type of third sector organisation – community-based organisations (CBOs) – and notes how such organisations often struggle with implementing ‘management’ advice. It offers four theoretical frameworks for understanding CBOs: small groups; community embeddedness; local social movements; and organisational evolution. It then discusses the practical implications of the theoretical analysis for those running CBOs. It concludes that CBOs need to avoid the application of ‘management’ principles where these seem to threaten to destroy the very characteristics for which CBOs are most valued by their participants.
This article proposes a research program with two goals: (a) to support nonprofit leaders to productively engage evaluation and (b) to advance a meso-level theory of nonprofit evaluation that recognizes the diverse ways nonprofits contribute to social change. Such a research program is timely, as evaluation becomes increasingly institutionalized in the sector in ways that constrain nonprofit leaders from engaging productively with evaluation to advance their social impact. This research program brings existing nonprofit scholarship into conversation with evaluation scholarship and puts forward a research agenda organized around the practical dilemmas facing nonprofit leaders as they answer four key evaluation questions: what to evaluate, for what purpose, using which criteria, and with what evidence and methods. By anchoring a research program around these four questions, we seek to reopen the possibilities for how scholars can support nonprofit leaders in engaging evaluation to enhance their social impact.
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.
Na gestão das instituições de saúde, em especial das estruturas hospitalares, a hipótese de que o trabalho voluntário proporciona mais eficiência na assistência hospitalar é um pensamento comum ao longo da prática cotidiana dessas instituições. No entanto, faltam evidências quantitativas de apoio a esse argumento. Este artigo tem como objetivo identificar o efeito do trabalho voluntário na qualidade do atendimento, mais especificamente, o efeito na satisfação do usuário, na taxa média de permanência e na taxa de infecções hospitalares, em uma Instituição Hospitalar Universitária do Sul do Brasil. Trata-se de um estudo quantitativo baseado em relatórios gerenciais internos, cujas análises foram realizadas por meio de regressões múltiplas, testes de normalidade de resíduos e testes de multicolinearidade. Os resultados apontam para dois indicadores claros da eficácia do trabalho voluntário: Taxa Média de Permanência e Taxa Média de Infecção Hospitalar. Ambos demonstram que, além de promover a humanização da assistência, o trabalho voluntário contribui para a qualidade da assistência à saúde no Sistema Único de Saúde (SUS).
International nongovernmental organizations (INGOs) play an increasingly important role in global governance. Without coercive capacities, INGOs must build their authority to be heard, and ideally, influential in global governance. However, we know little about how INGOs build and defend their authority in practice. We argue that mission statements characterise how INGOs make authority claims to their audiences. Drawing on existing research on INGOs and global governance, we identify five dimensions of authority: accountability, representativeness, effectiveness, legality, and universal morality. We analyse the mission statements of 11 leading INGOs (high status) and 46 other INGOs (low status) from 2003 and 2013. We find that leading INGOs are more likely to emphasise accountability and legality while other INGOs are more likely to highlight representativeness. Our findings open up an exciting research agenda to study how authority relationships are constructed in global civil society.
El concepto de Identidad Europea de Seguridad y Defensa (IEDS), que apareció por primera vez en la conferencia de Berlín en 1996 en el seno de la OTAN para referirse a las implicaciones de Europa en los nuevos escenarios de la Seguridad y la Defensa, es analizado en esta obra como paso previo a plantear un modelo de marketing estratégico para la creación de esa identidad y para la difusión del concepto de Seguridad y Defensa en el seno de la sociedad. Se trata de la implantación de un modelo de marketing llamado social en contraposición al lucrativo, y que entronca con la idea de la responsabilidad social. Su establecimiento permitiría, según el autor del trabajo, lograr una adecuada coherencia entre las identidades corporativas de las Fuerzas Armadas y de las Fuerzas y Cuerpos de Seguridad de los estados miembros, así como crear y desarrollar una cultura europea de Seguridad y Defensa.
The objectives of the study are to explore the perception of Microfinance Institutes (MFIs) on Social Entrepreneurship (SE) and to examine the application of Positive Theory of Social Entrepreneurship (PTSE) in the MFIs in Sri Lanka and to identify unique social entrepreneurial characteristics in MFIs in Sri Lanka. This is a qualitative study carried out through primary data collected mainly from in-depth semi-structured interviews with 5 Chief Executive Officers (CEOs) representing 5 microfinance institutes in Sri Lanka who owned the largest microfinance loan portfolios. For the data analysis purpose thematic analysis method was used in the study. MFIs perceived the concept of social entrepreneurship as a social obligation parallel with profit making or as the obligation of the organization towards the society while achieving their commercial objectives. Application of the PTSE in the selected MFIs in Sri Lanka showed that four propositions on SE proposed in the theory can be observed to a considerable extent in the MFIs in Sri Lanka. Unique social entrepreneurial characteristics identified in the MFIs in Sri Lanka were adherence to the deep rooted values of MFIs, much flexible approach when dealing with microfinance clients, impact from other stakeholders on MFI to perform social entrepreneurial role, and the co-operative model of MFIs tended to promote SE. KeywordsSocial Entrepreneurship, Positive Theory of Social Entrepreneurship, Microfinance Institutes
Ante la globalización y las nuevas amenazas, las Fuerzas Armadas precisan orientarse hacia las nuevas misiones y compromisos sociales. El fenómeno de la profesionalización, como respuesta a tales demandas, obliga a los ejércitos a profundos procesos de cambio de identidad y a enfrentarse con el aislamiento social tradicional de la milicia, que como consecuencia de tal fenómeno, se ve favorecido. En este sentido, la imagen institucional proyectada a las diferentes audiencias nacionales e internacionales representa un instrumento esencial que se debe vincular funcionalmente con la estrategia militar global La gestión estratégica de la imagen institucional militar es una función de management que traduce el esquema estratégico global, haciendo uso del análisis DAFO, en un esquema de imagen en la cual se implica la percepción social de las Fuerzas Armadas. Se trata de un programa global de identidad militar, imagen institucional y comunicación, que además de permitir su seguimiento estratégico, transforma la primera en mensajes de comunicación y comportamiento, y los difunde entre las audiencias estratégicamente seleccionadas. El distanciamiento dinámico que se produce entre identidad e imagen institucional debe ser controlado y, a largo plazo, lo más reducido posible.
The paper aims to contextualize the elements that define the peculiarities of the nonprofit nonprofit sector. In a general note, there is provided a series of answers to the following questions: ‘Which ones are the factors that influenced the establishment of the nonprofit sector?’, and ‘Of what consists the object of the conceptual delineations regarding the nonprofit sector?’. In a particular sense, the first part of the paper refers primarily to the aspects regarding the necessity to optimize the manner of organizing the society, along with the one related to the establishment of a distinctive framework in terms of organizational infrastructure of the civil society. The second part of the paper begins with the structural-operational definition of the nonprofit sector and continues with its general characteristics.
To address the food assistance crisis during the Covid pandemic, the United States Department of Agriculture (USDA) launched a multi‐billion dollar “Farmers to Families Food Box program” (Box program) by working with approved suppliers (or distributors) to purchase fresh produce, dairy, and meat directly from farmers and package them into boxes. Recognizing that food banks did not have spare capacity to support the Box program, how should these food boxes be distributed to people who are in need?
The USDA developed a novel solution by asking: (a) suppliers to distribute food boxes directly to agencies (shelters, food pantries, and soup kitchens); and (b) food banks to serve as “virtual intermediaries” to coordinate supply and demand between suppliers and agencies. However, as food banks were overwhelmed with their regular operations for distributing donated food during the pandemic, the Los Angeles Regional Food Bank (LARFB) found it difficult to develop and deploy a Decision Support System (DSS) to support the Box program with limited manpower and expertise.
In this paper, we describe a DSS co‐developed by LARFB, Salesforce, and UCLA. Unlike other DSSs developed in normal circumstances, the development and deployment of the DSS were conducted virtually within 45 days. Without this DSS, it would have been impossible for LARFB to support the Box program. Because this DSS was developed in a record time, we discuss several limitations and suggest future research opportunities for managing food bank operations during a pandemic.
Governments across the world are grappling with the question about the funding of subsidized higher education (HE). Critics of free or subsidized HE have argued that higher rate of return of graduates serves as enough extrinsic motivation, adding, to the argument that the free or subsidized HE results in lack of intrinsic motivation. Further, critics support their assertion by citing lagging academic performance in countries where HE is free or heavily subsidized. Proponents of the state funding have cited the role of externalities and equal opportunities as the reason for subsidized HE. This study has used sunk cost theory to understand whether making students pay for their own education would impact on their performance and retention by enhancing intrinsic motivation in addition to analyzing the role of parents and the culture. Results indicate that students are impacted by sunk cost fallacy, as opposed to the earlier findings by Ketel et al. (2016), and that making them shoulder part of the tuition fees in form of contribution or student loans would result in “selection effects” where some sort of positive fee (after scholarships and grants) is paid by the students.
Understanding how social entrepreneurship as a tool of financial development has been in the center of the entrepreneurship and management disciplines for the last couple of decades. These studies have furthered our understanding of how social entrepreneurship helps the most vulnerable populations around the world. However, much of the literature on this subject has been devoted to analyze how social entrepreneurship aids such populations in developing locations. While this chapter does not try to diminish the admirable work carried by social entrepreneurs in developing countries, it points out that an analysis of this discipline in a developed location is overdue. To initiate a conversation, this chapter analyzes how institutional voids can arise in a developed location and the role that social entrepreneurship has in closing such gaps and to include vulnerable populations in the formal banking industry in the United States.
This chapter probes ways of creating competitive advantage with social entrepreneurship by determining the instruments that social enterprises can apply to achieve competitive advantage. The chapter first develops the concepts of social entrepreneurship and competitive advantage within their common framework by examining the relevant literature. Then, it proposes shared value, social intrapreneurship, strategic partnership, differentiation, and recruiting talents as instruments for social entrepreneurs to achieve competitive advantage and mentions various cases as examples. The chapter concludes by proposing a measurement framework that focuses on the interaction between business and social results.
The micro-financing sector is considered as one of the most important environments contributing to poverty reduction and to the creation of new small and medium enterprises, thus creating new value for high economic performance. Also, in the actual digital environment, each organization tends to use information and communication technologies for the optimization of the work activities and processes of collaboration. So, the main objective of this book chapter is to demonstrate the important role of technology integration in the micro-financing sector strategic management. Through a case study related to a strategic network of micro-financing institutions that develop and integrate technologies in their strategic management, the most important pillars of social value creation of information and communication technologies are identified in this chapter. Furthermore, the results of the research demonstrate the impact of IT integration in the micro-financing sector and derive a theory and a methodology for the development of IT integration and usage in this sector.
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