The challenges facing the US nonprofit human services organizations (NHSOs) in securing philanthropic resources and the resulting pressure for increased commercialization are well‐known in the nonprofit literature. However, there is still limited research on how such financial challenges are likely to affect their location choices, particularly in a post‐recession context. Using organizational ecology theory, we conducted a nationwide longitudinal study covering the period of the US 2008 recession to examine whether resource availability is more likely to predict the density of NHSOs than human needs. We used secondary data on a variety of socioeconomic variables from the National Center for Charitable Statistics and the US census survey in a linear multivariate regression analysis. The findings supported a majority of hypotheses, suggesting that NHSOs pursuing earned income are less (versus more) likely to be established in regions where the socioeconomic factors indicate a high (versus low) level of human needs. These findings suggest a counterintuitive trend in the establishment of NHSOs and present cautionary information on pursuing commercial activities in the human services sector.
Collective efforts of masses provide access to funding and ideas. While such endeavors in a business-to-customer context are well-described, they are less well understood in other contexts such as business-to-business. A literature review that exacts knowledge and inspiration from B2C crowdsourcing and other forms of collective innovation is used. This review generates new knowledge to close this gap and develops a 6-stage innovation framework for Collective Engagement, Intelligence & Innovation (CEI^2) that begins with task specification and concludes with management of inputs generated from the CEI^2 efforts. The framework and the accompanying list of questions may be used by theorists to explore different contexts, and for managers to structure B2B or P2P crowdsourcing more effectively. Contributions of this study include exploration of the theoretical areas of open-source innovation that extend beyond a B2C model, and new ways of effectively structuring CEI^2. Further research may explore the CEI^2 framework through a case study or test it through quantitative study.
Organisational progress toward sustainable social and natural environments is essential. So too, is financial performance sufficient to support organisational investment in sustainability. Perspectives as to what organisational sustainability is, how it is pursued, and its preferred fruits have evolved in recent years to incorporate both inclusion and circularity. Regardless of the prevalent organisational perspective, the organisation will need to formulate and execute a triple top-line strategy to deliver triple bottom line performance and impacts. Interpretation of inclusion depends on whether organisational focus is internal, or is riveted on people, communities, or societies the organisation serves or hopes to impact. Herein inclusion is principally outward-looking, and hence primarily addresses marginalised individuals or groups, including individuals at the base of the pyramid. Organisations aiming to ‘do well, by doing good’ are called for-benefit organisations and are central to this effort and, often, are inclusive businesses. More than ‘doing good’, such organisations may aid disadvantaged or marginalised individuals or groups through beneficial cultural innovation and transformation. Companion to inclusivity is circularity, where businesses focus on resource recovery and redeployment. New business models aiming to direct organisations toward sustainable excellence, will incorporate inclusivity and circularity.
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