FUNDES: Becoming a strategically mindful nonprofit

Bucher, Silke; Jäger, Urs; Cardoza, Guillermo

doi:10.1016/j.jbusres.2016.03.014

Cited by 11 publications

(13 citation statements)

References 12 publications

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“…Third, a culture of outcome orientation represents the values of being results and achievement oriented and having high expectations for performance (Baird & Harrison, 2017; O'Reilly et al., 1991; Windsor & Ashkanasy, 1996). Organizations with a strong culture of outcome orientation are strategic and long‐term oriented (Bucher, Jäger, & Cardoza, 2016), and are more open to new ideas and accepting new management practices (Baird, Hu, & Reeve, 2011). In addition, because of the cultural focus on results and achievement, outcome‐oriented organizations tend not to be constrained by the existing hierarchy, and, instead, tend to encourage employee participation and empowerment (Baird & Wang, 2010; Baird et al., 2011).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Multifaceted not‐for‐profit accountability: Its measurement, cultural context, and impact on perceived social performance

Jiao

2020

Financ Acc Manag

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This study investigates the multifaceted nature of accountability mechanisms in Australian not‐for‐profit organizations (NFPs), the association between organizational culture and the use of these mechanisms, and the association between accountability mechanisms and perceived NFP social performance. The findings support the theorization of multifaceted accountability mechanisms in NFPs, including upward accountability (to funders), downward accountability (to clients), and lateral accountability (to employees). The findings highlight that the use of lateral accountability mechanisms is positively associated with the use of both upward and downward accountability (i.e. external accountability) mechanisms. Also, it is found that the culture of respect for people is positively associated with the use of all three accountability mechanisms, whereas the culture of outcome orientation is positively associated with the use of upward and lateral accountability mechanisms. Further, the findings suggest that all three types of accountability mechanisms have positive relations with perceived NFP social performance.

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Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Multifaceted not‐for‐profit accountability: Its measurement, cultural context, and impact on perceived social performance

Jiao

2020

Financ Acc Manag

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“…For NPOs, the very sustainability of the organization is dependent on reaching and engaging with their multivalent external stakeholders (Mitchell & Clark, 2019), such as donors, volunteers, beneficiaries, and advocates. Given the increasing role of NPOs to support the most vulnerable in our society (Bromley & Meyer, 2014; Halsall et al, 2016; Valenzuela‐Garcia et al, 2019), it is vital their strategic purpose involves “ taking action that is oriented towards fulfilling the organization's social mission ” (Bucher et al, 2016, p4497). Storytelling, as a tool for engagement, is a mechanism for doing this (Nguyen, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Telling a different story: How nonprofit organizations reveal strategic purpose through storytelling

Mitchell

Clark

2020

Psychology and Marketing

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Responding to a call for research into storytelling within the nonprofit context, the paper contributes to an emerging research conversation about communicating organizational strategy through storytelling. The research analyses one hundred stories across 10 leading organizations to identify how they are being deployed and what that tells us about the underpinning strategy. Through bringing story character, classification, and content together for the first time, the paper presents a holistic perspective on the story construct. It identifies that, when viewed as a whole, the stories told by organizations can be a powerful communication tool for reaching external audiences. However, the research also identifies that their ability to convey strategic purpose through storytelling is moderated by storytelling capability. It finds that organizations with stronger storytelling capability use this craft to differentiate themselves more effectively. It concludes with contributing a new conceptual model for understanding organizational storytelling and a roadmap for practitioners to strengthen storytelling capability.

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“…Outcome orientation represents the extent to which organisations emphasise actions, achievements and results, have high expectations for performance and are competitive (O'Reilly et al, 1991). Outcome orientation is important generally to NFP organisations in their increasingly competitive and turbulent risk environment because it promotes and rewards behaviours consistent with being more competitive and results-oriented (Eikenberry & Kluver, 2004), more strategically mindful (Bucher, Jäger, & Cardoza, 2016) and generally more 'business-like' (Maier et al, 2016). Outcome orientation is likely to be important to NFP organisations also because of their unique relationship with their stakeholders.…”

Section: Outcome Orientation and Erm Maturitymentioning

confidence: 99%

Organisational culture and enterprise risk management: The Australian not‐for‐profit context

2019

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With the increasing emphasis on risk management in not‐for‐profit organisations, this study is timely in its examination of risk management practices in the Australian not‐for‐profit sector. Specifically, the study investigates the relation between not‐for‐profits’ organisational culture and the maturity of enterprise risk management (ERM) practices. The results show that the organisational culture factors of Outcome Orientation (valuing achievements and results) and Innovation (valuing receptivity and adaptability to change) are associated with the maturity of not‐for‐profits’ ERM. This finding demonstrates the important role that organisational culture plays in shaping ERM practices in not‐for‐profit organisations and the crucial role that leaders play in creating and nurturing such a culture within their organisations. The results also have implications for regulatory policy‐making in, and for, the not‐for‐profit sector.

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FUNDES: Becoming a strategically mindful nonprofit

Cited by 11 publications

References 12 publications

Multifaceted not‐for‐profit accountability: Its measurement, cultural context, and impact on perceived social performance

Multifaceted not‐for‐profit accountability: Its measurement, cultural context, and impact on perceived social performance

Telling a different story: How nonprofit organizations reveal strategic purpose through storytelling

Organisational culture and enterprise risk management: The Australian not‐for‐profit context

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