Disaster response by philanthropy has faced numerous challenges flagged in the literature, including duplication of efforts, inefficiencies, waste, and inadequate goal achievements. However, there is little literature on how to organise philanthropic acts in the face of disasters. This paper assesses the influence of lean thinking in improving disaster response processes and sustainability. The paper further proposes a framework for applying lean thinking by philanthropic organisations. A mixed research methods strategy was employed with 212 staff surveys in Southern Africa. Twenty-three indepth key informant interviews were also conducted. The results revealed that lean thinking succeeds with philanthropic organisations if a high level of management commitment, teamwork, and adaptability to change the organisation's setup exists. A framework is presented through Structural Equation Modelling (SEM), tailor-made for philanthropic organisations in Southern Africa. External and internal determinants were found to equally contribute to lean thinking's success in reducing waste and increasing value. Despite being limited to developing economies, this paper extends prior research on the lean application and integrates lean thinking in a philanthropic setting. Findings drawn from diverse countries imply that results may be reasonably generalised. INTRODUCTION AND BACKGROUNDUndeniably, when any disaster strikes, the repercussions are catastrophic and sometimes inestimable. Lives are lost, economic productivity diminishes, and it can take numerous years to restore the affected area to its previous position, especially in low-income communities such as those prevailing in Africa (Ngwenya and Naude 2016). Although natural meteorological events trigger these disasters, the literature confirms that their catastrophic consequences are due to social, human factors such as poor land use, unauthorised buildings, poor town planning, inequality, and corruption, for example (Cerase 2018). Disaster consequences are described as "everything but an act of God and can be predicted and prevented through human knowledge and rational decisions" (Cerase 2018, p.218). Philanthropy
Learning outcomes The learning outcomes focus on enabling students to view operational model changes critically, as they pertain to: ■ evaluating different management styles and uses of the ADKAR change management model in decision-making moments in times of crisis (such as COVID-19) in non-profit organisations (NPOs); ■ evaluating different ways in which NPOs pivot to sustainability, including the use of social enterprise models and change management; ■ anticipating and managing change in institutional formations through new technologies; ■ articulating trade-offs between grant and non-grant resource mobilisation for African philanthropy; and ■ application of change management theory to organisations’ sustainability journeys. Case overview/synopsis In May 2020, working from her home office just over one month into a nationwide lockdown because of the COVID-19 pandemic, Masego Madzwamuse, chief executive officer (CEO) of the Southern Africa Trust (the Trust), knew that it could once again be at a crossroads. In 2015, the Trust had found itself in a quandary when its primary donor gave notification of its intention to withdraw its funding. The Trust had responded by making changes to its structure and strategy. Now, with uncertainty rife throughout South Africa, the CEO knew that she had to consider whether the changes that had been implemented over the past five years had prepared the Trust not only to respond to, but also to survive the pandemic and continue its vital work long into the future. Complexity academic level Postgraduate Diploma in Management, MBA, Masters in Management. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
PurposeThis paper aims to reveal the philanthropy landscape processes for dealing with disasters and examine the influence of lean thinking in managing philanthropy for disasters. It sought to leverage continuous improvement and maximise disaster response and humanitarian logistics efficiency.Design/methodology/approachA sequential quantitative, qualitative research methods strategy was utilised involving data collection with literary analysis and two sets of online surveys with 212 NGO staff members in Malawi, Mozambique, South Africa and Zimbabwe. In addition, in-depth key informant interviews were conducted with 23 staff members at various management levels from these countries.FindingsThe study found that lean thinking had a positive, statistically valid influence at a 95% confidence level. Community incorporation, government support and collaboration with other philanthropic organisations were critical success factors. When lean thinking tools were applied (any tools), philanthropic organisations experienced waste reduction and value addition, where waste reduction accounted for 67% variation, and value-addition accounted for 58%, respectively. These were the same benefits experienced in other industries, thus, justifying lean thinking's applicability in the non-profit sector. Lean was most helpful about the communication and duplication of efforts challenges humanitarian or philanthropic organisations face when responding to a disaster.Practical implicationsThe study equips leaders and philanthropic organisations with suggestions to manage and respond to disasters in a lean and effective manner. The study helps philanthropy leaders rethink their funding and response models to pursue lean policies catering to humanitarian organisations and the communities they serve.Originality/valueThe study closes significant gaps in the literature and practice by adopting a multi-sectoral lens that borrows from business and manufacturing tools into a non-profit context. It enables documentation of processes and logistical management by philanthropy organisations for continuous improvement and elimination of waste to ensure efficiency in the philanthropic role of alleviating the impact of disasters. The study also affirms the need for philanthropic organisations to incorporate community feedback, use lean tools to collaborate with other responding organisations and work closely with the local authorities to fulfil the government's supportive role: the primary source and executor in disaster response.
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