Learning Orientation and Market Orientation as Catalysts for Innovation in Nonprofit Organizations

Choi, Samuel

doi:10.1177/0899764012465491

Cited by 56 publications

(70 citation statements)

References 91 publications

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“…Several studies identify intra-organizational factors that correlate with business-like approaches: board characteristics (Stone, 1989), organizational culture (e.g., Choi, 2012), ideologies (e.g., Meinhard & Foster, 2003), field of activity (e.g., Enjolras, 2002), and member-or public orientation (Quarter, Sousa, Richmond, & Carmichael, 2001). Several studies identify intra-organizational factors that correlate with business-like approaches: board characteristics (Stone, 1989), organizational culture (e.g., Choi, 2012), ideologies (e.g., Meinhard & Foster, 2003), field of activity (e.g., Enjolras, 2002), and member-or public orientation (Quarter, Sousa, Richmond, & Carmichael, 2001).…”

Section: Exogenous Causesmentioning

confidence: 99%

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Nonprofit Organizations Becoming Business-Like

Maier

Meyer

Steinbereithner

2014

Nonprofit and Voluntary Sector Quarterly

463

320

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By now, the becoming business-like of nonprofit organizations (NPOs) is a wellestablished global phenomenon that has received ever-growing attention from management and organization studies. However, the field remains hard to grasp in its entirety, as researchers use a multitude of similar, yet distinct, key concepts. The considerable range and complexity of these overlapping notions create major challenges: Scholars struggle to position their work in a larger context; it is not easy to build on previous findings and methodological developments; and research gaps are difficult to identify. The present article presents the first systematic literature review to confront those challenges by reviewing 599 relevant sources. In a first step, various key concepts are clarified. Second, the field is mapped according to three research foci: causes of NPOs becoming business-like, organizational structures and processes of becoming business-like, and effects of becoming business-like. From this, we draw conclusions and make suggestions for further research.

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Section: Exogenous Causesmentioning

confidence: 99%

“…On the organizational level, managerialist NPOs offer more new services (e.g., Choi, 2012). On the organizational level, managerialist NPOs offer more new services (e.g., Choi, 2012).…”

Section: Effects Of Becoming Business-likementioning

confidence: 99%

Nonprofit Organizations Becoming Business-Like

Maier

Meyer

Steinbereithner

2014

Nonprofit and Voluntary Sector Quarterly

463

320

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“…For example, Baker and Sinkula (2002) and Choi (2014) have argued the link between learning and MOs. In our research, this relationship is very significant (β = 0.670, p-value = 0.000); Danese and Romano (2011) have studied the moderating role of SI between CI and performance; Koufteros et al (2005) have considered these two integrations as two independent constructs without any link; Braunscheidel and Suresh (2009) have considered these two integrations as two independent dimensions of external integration; Flynn et al (2010) have studied the role of customer and SIs as moderators between II and performance; Wong et al (2011) have studied the effects of:…”

Section: Hypotheses Testingmentioning

confidence: 99%

Impact of market orientation, learning orientation, and supply chain integration on product innovation

Xian

Sambasivan

Abdullah

2018

IJISM

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In this research, we have identified and tested important drivers of product innovation. Our study has analysed two important drivers: organisational orientation (learning and market) and SCI [supply chain integration -internal integration and external integration (supplier and customer)]. The study was conducted among 202 manufacturing companies in Malaysia. The structural model was tested using structural equation modelling (SEM). The key findings of our research are: 1) learning orientation and market orientation synergistically drive internal integration and customer integration; 2) internal integration drives external integration and product innovation; 3) customer integration drives supplier integration and product innovation; 4) internal integration mediates the relationship between organisational orientation and product innovation; 5) customer integration mediates the relationship between organisational orientation and product innovation. This research has been able to explain the process of product innovation by analysing the direct and indirect effects of market and learning orientations and SCI.

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“…Surprisingly, however, there is little research on the organizational prerequisites for nonprofits' innovativeness (Choi, ; Dover & Lawrence, ; McDonald, ). Although innovativeness is a desideratum for NPOs, we know little about the relationship between various kinds of resources and innovation.…”

Section: Introductionmentioning

confidence: 99%

Slack and innovation: The role of human resources in nonprofits

Meyer

Leitner

2018

Nonprofit Mgmnt & Ldrshp

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Resources are often seen as a key factor in innovation. For business organizations, it has been shown that there is a relation between the lack or abundance of resources and the innovativeness of organizations. It is specifically abundance that fosters innovations, not shortage. We investigated this relationship for nonprofits based on a cross‐sectional survey of 250 Austrian nonprofit organizations (NPOs). According to levels of disposability, we differentiate between available slack, recoverable slack, and potential slack. Turning to the type of resources, we distinguish financial slack from different types of HR slack: levels of motivation and qualification and levels of compensation, addressing the level of employees' wages. Our results indicate that in NPOs human resources slack rather than financial slack has a positive impact on innovativeness.

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Learning Orientation and Market Orientation as Catalysts for Innovation in Nonprofit Organizations

Cited by 56 publications

References 91 publications

Nonprofit Organizations Becoming Business-Like

Nonprofit Organizations Becoming Business-Like

Impact of market orientation, learning orientation, and supply chain integration on product innovation

Slack and innovation: The role of human resources in nonprofits

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