Management in the Third Sector

McGill, Michael E.; Wooten, Leland M.

doi:10.2307/974172

Cited by 22 publications

(8 citation statements)

References 5 publications

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“…However, performance measurement in the nonprofit sector is a debatable topic (McGill and Wooten, 1975;Hofstede, 1981). This is perhaps because NPOs are characterised by goal ambiguity and performance is evaluated by effort and formative criteria which are difficult to measure (McGill and Wooten, 1975). Drucker (1992) suggests that indicators for NPO performance should focus on how programmes and services of NPOs produce benefits to their intended clients.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Market orientation, learning orientation, and the performance of nonprofit organisations (NPOs)

Mahmoud

Baba

2012

International Journal of Productivity and Performance Management

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Purpose -Nonprofit organisations (NPOs) are challenged with continuous change, which provides the impetus for adopting organisational change models. The purpose of this paper is to examine the impact of the adoption of market and learning orientations on NPO performance. Design/methodology/approach -The authors draw on extant management literature to theorise the interrelationship between market orientation, learning orientation, and economic and non-economic NPO performance. Using a survey design, the authors draw a convenience sample of 118 NPOs in Ghana to test their theoretisation. Findings -Evidence is found that although the relationship between market orientation and NPO performance is significant (on both economic and non-economic indicators), what best accounts for enhanced performance is learning orientation. Additionally, non-economic performance mediates the relationship between learning orientation and economic performance. Research limitations/implications -Replicating the study with larger samples, using objective performance data, and applying more rigorous approach to data analysis, among other things, could significantly improve the generalisability of the results. Practical implications -NPO managers are reminded that non-economic performance (e.g. service or program effectiveness) represents part of the underlying mechanism through which the financial assurances of market and learning orientations can be exploited. Originality/value -The paper builds on the market orientation literature by theorising and demonstrating empirically a route through which market orientation is related to the firm's financial performance.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Market orientation, learning orientation, and the performance of nonprofit organisations (NPOs)

Mahmoud

Baba

2012

International Journal of Productivity and Performance Management

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“…In charities the issue of performance measurement remains unresolved. McGill and Wooten (1975) pointed out that non-profits are characterized by goal ambiguity and performance is evaluated by effort and formative criteria which are difficult to measure. In general, two criteria are used to measure non-profits' performance: effectiveness and efficiency (Lamb and Crompton, 1990).…”

Section: Measuring Performance In Charitiesmentioning

confidence: 99%

Market orientation in the top 200 British charity organizations and its impact on their performance

Balabanis

Stables²,

Phillips³

1997

European Journal of Marketing

144

138

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Any debate about the validity of extending the marketing concept beyond the domain of the classical commercial organization seems to have been settled. The plethora of textbooks and articles on the topic of marketing in non-profits witnesses not only the acceptance of the validity of the extension but an elevation of the status of marketing in this sector. However, in practice many non-profit organizations seem to have equated marketing with visible communications and certain marketing techniques used to raise funds-rather than an overall guiding philosophy (Lovelock and Weinberg, 1989). As Mokwa (1990, p. 49) argues, the challenge for non-profits is "to expand marketing beyond public relations function and beyond communications dimensions into a coherent philosophy and methodology for effecting and integrating multipublic exchange relationships". This plea is echoed in almost every marketing textbook on non-profits but there is little empirical evidence that the sector has taken it on board. The implicit or explicit claim attached to this plea is that such an initiative would improve performance. However, mostly this claim remains empirically unsubstantiated. It emerges that the main issues are not to what degree charities have applied marketing techniques but to what degree have they adopted the marketing concept as a guiding philosophy, and how this has affected their performance. The objective of this study is to measure the degree of adoption of the marketing concept, as a management philosophy, in (the top 200 British) charities over the last five years and to assess its effects on performance. This paper initially reports the role and nature of marketing in charitable organizations and the hypotheses to be tested are formulated. The research methodology used is then described and the measurement instrument is discussed. Subsequently, the observed differences in market orientation in the last five years are considered. After examining the effects of organizational size

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“…Some subdivisions can be established according to their volunteering and charitable nature, as well as their developmental, environmental and civic purposes, as described in Coelho (2000). Nearly 40 years ago, McGill and Wooten (1975) already discussed directions and management models for nonprofit organizations. Guimarães (2008) points to corporate social responsibility, which may range from improving reputation to environmental concerns, as a basis for the third sector governance, with an emphasis on the influence and interest from various groups regarding the organizations' actions and performance.…”

Section: Governance In the Third Sector And Agency Conflictsmentioning

confidence: 99%

Third sector governance: a case study in a university support foundation

Ávila¹,

Bertero²

2016

RBGN

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Purpose -To establish a Governance Index (GOVI) to measure the relationship and influences with economic and financial performance and of volume of operations in a third sector entity.Design/methodology/approach -Exploratory, documentary and bibliographic research and content analysis, in order to achieve a GOVI derived from the use of independence, accountability and transparency variables in the period between 1986 and 2010. Questionnaires, administrative and accounting information are all used to characterize economic and financial performance indexes and determinants of the operations volume of the studied entity. Data was statistically processed through descriptive analysis, confirmatory factor analysis, and logistic regression analysis.Findings -The research came to two conclusions: the proposed data collection instrument presented good adjustment indexes; and the GOVI has a significant relationship with the variables used to measure performance. This may indicate that determining the GOVI is a suitable tool for confrontation and measurement of performance of nonprofit organizations. Moreover, managers' independence should be largely used in management of third sector entities.Originality/value -The validation of the data collection instrument and the way the GOVI was obtained is one of the contributions of this study, since similar ways of measuring third sector performance were not found in literature. Choosing economic and financial performance and operations volume to study the relationship with the GOVI in nonprofit entities also was not found.

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Management in the Third Sector

Cited by 22 publications

References 5 publications

Market orientation, learning orientation, and the performance of nonprofit organisations (NPOs)

Market orientation, learning orientation, and the performance of nonprofit organisations (NPOs)

Market orientation in the top 200 British charity organizations and its impact on their performance

Third sector governance: a case study in a university support foundation

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