Leadership succession and the emergence of an organizational identity threat

Balser, Deborah B.; Carmin, JoAnn

doi:10.1002/nml.248

Cited by 34 publications

(41 citation statements)

References 41 publications

(40 reference statements)

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“…Conflicts over these guiding ideas are relatively common, but are not necessarily problematic (Chen, Lune, & Queen, ; Chenhall et al, ; Padaki, ; Stride & Higgs, ). Deliberate efforts to build consensus around these ideas have been observed during leadership transition (Balser & Carman, ), strategy planning (Black, Hinrichs, & Fabian, ), and shared organizational identity crafting (Chenhall et al, ; Scherer, ; Young, ).…”

Section: Conceptualizing Nonprofit Missionsmentioning

confidence: 99%

Understanding nonprofit missions as dynamic and interpretative conceptions

Berlan

2017

Nonprofit Mgmnt & Ldrshp

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Missions are central to all nonprofit organizations, and establish their purposes. However, formal mission statements can fail to provide a true picture of a nonprofit’s mission. This article draws on prior scholarship on missions, including the role of interpretation and change, to propose two new concepts: personal and dominant mission conceptions that introduce a dynamic, socially‐constructed understanding of nonprofit mission. Personal mission conceptions are the interpretations that individuals within a nonprofit hold of the mission, while the dominant mission conception is the collective interpretation guiding a nonprofit during a specific time. Examples from two specific nonprofits are provided to demonstrate the conceptions, along with some guidance for how mission conceptions can inform future research and practice.

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Section: Conceptualizing Nonprofit Missionsmentioning

confidence: 99%

Understanding nonprofit missions as dynamic and interpretative conceptions

Berlan

2017

Nonprofit Mgmnt & Ldrshp

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“…Nonprofit organizations often espouse participative, relational, and self‐organizing values (Herranz 2008; Hill and Lynn 2003), representing the identities of diverse stakeholders on whom the organizations are dependent for survival (Eckerd and Moulton 2011; Frumkin 2002; Moulton and Eckerd 2012). An organization can exhibit multiple identities, or roles, simultaneously (Albert and Whetten 1985; Balser and Carmin 2009). For example, an organization can present itself to clients with a focus on service delivery, but present itself to donors and volunteers as an outlet for value expression.…”

Section: Background and Theoretical Expectationsmentioning

confidence: 99%

Beyond Cans and Capacity

Daniel

Moulton

2017

Nonprofit Mgmnt & Ldrshp

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Many essential public services are provided through networks of community‐based nonprofit organizations. Previous research has demonstrated that simply providing additional resources to these organizations is insufficient to better address demands for public services. We also know little about how and why these organizations adopt network‐level objectives related to service provision. In this analysis, we expand the focus of service provision beyond capacity to incorporate the unique roles that define the very existence of nonprofit organizations, and how these roles affect organizational behavior with respect to service network objectives. We use focus group, survey, and administrative data from one hundred community‐based nonprofit organizations in an emergency food service network to explore the relationships among capacity, roles, and specific program objectives.

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“…As noted earlier, Friends of the Earth has proactively pursued various social-purpose opportunities since its founding in 1969. Whereas other environmental-based nonprofits focused on conservation and preservation, Friends of the Earth actively tackled more controversial issues such as toxic chemicals (Balser & Carmin, 2009).…”

mentioning

confidence: 99%

Understanding the Manifestation of Entrepreneurial Orientation in the Nonprofit Context

Morris

Webb

Franklin

2011

Entrepreneurship Theory and Practice

215

205

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The nonprofit sector serves an increasingly important entrepreneurial role in the economy. Scholars have taken an interest in entrepreneurship in nonprofits and have drawn upon entrepreneurial orientation (EO) as a methodological tool to advance knowledge in this domain. However, the nonprofit context differs from the for-profit context for which the EO scale was developed, particularly with regard to motivations, processes, and outcomes. We propose a new approach for capturing the manifestation of EO in the nonprofit context. A typology is presented to highlight the multiple facets of EO in the nonprofit context. We conclude with implications for scholars and practitioners.

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Leadership succession and the emergence of an organizational identity threat

Cited by 34 publications

References 41 publications

Understanding nonprofit missions as dynamic and interpretative conceptions

Understanding nonprofit missions as dynamic and interpretative conceptions

Beyond Cans and Capacity

Understanding the Manifestation of Entrepreneurial Orientation in the Nonprofit Context

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