Research on Strategic Management in Nonprofit Organizations

Stone, Michael E.; Bigelow, Barbara; Crittenden, William F.

doi:10.1177/00953999922019184

Cited by 178 publications

(164 citation statements)

References 94 publications

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“…For example, neglecting concern for the welfare of employees and volunteers is argued to have ramifications for the reputation of the organization, fundraising efforts, and the recruitment of future professional staff, thus jeopardizing the promotion of certain social, moral, or spiritual values. Not only are the beliefs about organizational values and mission important, but their persistence throughout generations embeds them in the organization's strategies throughout the course of time (Stone, Bigelow, & Crittenden, 1999).…”

Section: The Importance Of Values-driven Orientationsmentioning

confidence: 99%

Influences on the Architecture of Human Resource Management in Nonprofit Organizations

Ridder

McCandless

2008

Nonprofit and Voluntary Sector Quarterly

112

121

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Human resource management (HRM) plays an important role in providing better management for nonprofit organizations (NPOs). Yet little is known about what influences their human resource practices. After discussing how the strategic and humanresource-based theoretical approaches are appropriate for analyzing HRM in NPOs, the authors explore the current nonprofit literature to identify the specific characteristics of strategic orientations and human resources in NPOs. As a result, the authors propose an analytical framework that is differentiated into four HRM types. This framework enables a better understanding of the relationship between the specific characteristics of NPOs and the architecture of HRM.

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Section: The Importance Of Values-driven Orientationsmentioning

confidence: 99%

Influences on the Architecture of Human Resource Management in Nonprofit Organizations

Ridder

McCandless

2008

Nonprofit and Voluntary Sector Quarterly

112

121

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“…A growing number of studies now shed light on the nature of strategic planning in public organizations and its relationship with the performance of those organizations (e.g., [5][6][7][8][9]). However, research on the dynamics of strategy implementation in the public sector is still in its infancy [10,11]. The challenges and problems in implementing strategies and the key attributes of successful strategy implementation have been identified in several articles (e.g., [12][13][14]).…”

Section: Introductionmentioning

confidence: 99%

Strategy Implementation Style and Public Service Effectiveness, Efficiency, and Equity

Andrews

Beynon

Genç

2017

Administrative Sciences

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Strategic decision-making theories suggest that organizations that combine rational and incremental strategy implementation styles are likely to perform better than those that emphasize a single style. To assess whether these arguments apply to the public sector; we explore the strategy implementation style and perceived service effectiveness, efficiency and equity of Turkish municipal government departments. Using fuzzy cluster analysis, we identify four distinctive though inter-related styles of strategy implementation in our sample organizations: logical-incremental; mostly rational; mostly incremental; and no clear approach. A logical-incremental and mostly rational style of implementation are associated with better effectiveness, efficiency and equity; with the absence of an implementation style associated with worse performance. Theoretical and practical implications are discussed.

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“…public or social organisations) (Frumkin, Andre-Clark 2000). Both theoreticians and practitioners emphasize that the strategic planning process should refl ect specifi cs of an organisation's functioning in its distinctive setting as much as possible (Courtney 2002, Stone, Bigelow, Crittenden 1999. The correct design of strategy requires familiarity with the specifi city of the sector, because an organisation's strategy must be embedded in a particular context of its environment, which determines the key assumptions adopted for the design of the strategy and for the implementation of planned activities.…”

Section: Introductionmentioning

confidence: 99%

Strategic Orientation and Organisational Culture in Polish Public Organisations: Insights from the Miles and Snow Typology

Wronka-Pośpiech¹,

Frączkiewicz-Wronka²

2016

Management

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Summary Polish public organisations are often perceived as having strong bureaucratic orientation, avoiding both change and risk. However, in the last decade a distinct change in the management model of public organisations can be noticed. Public sector becomes an open ground for mergers and partnerships, entrepreneurial leadership, diversified services and commercialization (Golensky and DeRuiter 1999; Zimmerman and Dart, 1998; Pollitt and Bouckaert, 2004; Walker, 2013]. Public organisations embrace these strategies from the for-profit sector in order to manage change and to be effective. Most importantly, public organisations are adopting these frameworks in order to survive the changing operating environment, including changes in the level of government funding. Our paper draws on the Miles and Snow (1978) typology of generic strategies - prospectors, defenders, analysers, and reactors - to identify different organisational strategies within public organisations providing social services in Poland. In order to assess organisational culture we used the most widespread and used in many empirical studies Cameron and Quinn’s model (2003), the Competing Values Framework (CVF), from which four cultures - adhocracy, clan, market and hierarchy - emerge. The choice of these two providers of social services was dictated by our conviction, that these organisations are critical both for the national economy and for mitigating, counteracting and preventing social exclusion.

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Research on Strategic Management in Nonprofit Organizations

Cited by 178 publications

References 94 publications

Influences on the Architecture of Human Resource Management in Nonprofit Organizations

Influences on the Architecture of Human Resource Management in Nonprofit Organizations

Strategy Implementation Style and Public Service Effectiveness, Efficiency, and Equity

Strategic Orientation and Organisational Culture in Polish Public Organisations: Insights from the Miles and Snow Typology

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