An Examination of Entrepreneurial Orientation, Environmental Scanning, and Market Strategies of Nonprofit and For-Profit Nursing Home Administrators

Abstract

This study explores differences in entrepreneurial orientation (EO) by profit status. In addition to EO, other survey questions sought to determine how firms scanned the external market for information and the firm’s view of external market volatility. The sample, collected in 2004, consisted of 134 nursing home administrators located in the state of Florida. The data were analyzed using generalized linear model. The results show that there was no significant difference in the EO between nonprofits and for-profits but that nonprofits were significantly more likely to engage in environmental scanning activities such as gathering information from trade magazines and suppliers and that they remained abreast of economic and technological trends more than their for-profit counterparts. Given the demands of the external market, nonprofits may find that developing strategies to better compete with for-profit firms is vital.

Nonprofit Organizations Becoming Business-Like

“…Most of them are beyond the scope of this review because they do not deal with those phenomena as examples of NPOs being business-like (for an exception, see Davis et al, 2011). Most of them are beyond the scope of this review because they do not deal with those phenomena as examples of NPOs being business-like (for an exception, see Davis et al, 2011).…”

Nonprofit entrepreneurial orientation: A systematic literature review and conceptual framework

“…This dimension still refers to social risk (Lurtz & Kreutzer, ; Morris et al, ), to the risk of outsourcing (Lurtz & Kreutzer, ), and the loss or failure of financial resources and support of relevant stakeholders (Kuratko et al, ; Lumpkin et al, ; Morris et al, ). In addition, excessive risk‐taking requires organizations to continually invest in considerable resources (Chen & Hsu, ) for high‐risk projects (Chen & Hsu, ; Davis et al, ).…”

Strategic orientations and the performance of Social Entrepreneurial Organisations (SEOs): A conceptual model

“…The idea of 'living the brand' has a strong link to the brand orientation concept (Baumgarth 2010;de Chernatony 2010;de Chernatony, Drury, & SegalHorn, 2003;Ind, 2007;Ind & Bjerke, 2007;Mitchell, 2002;Punjaisri & Wilson, 2007). Other examples of brand-oriented behaviours are corporate identity and corporate design (Birkigt & Stadler, 2002;Olins, 1978;van Riel & Balmer, 1997), integrated marketing communication (Cornelissen, 2000;Ewing & Napoli, 2005), measurement of brand equity (Christodoulides & de Chernatony, 2010;Keller, 1993Keller, , 2008, the impact of brand orientation on managerial practice (Hankinson, 2002), and employer branding (Barrow & Mosley, 2005).…”

“…It has often been suggested that social enterprises should use an entrepreneurial orientation to more effectively achieve their social mission. For example, in their study of social businesses, Davis et al (2011) and Morris et al (2011) find a positive correlation between entrepreneurial orientation and some measure of economic or financial performance.…”