Shaken, not stirred

2004 ◽  
Vol 5 (2) ◽  
pp. 268-281 ◽  
Author(s):  
Karin Grasenick ◽  
Jonathan Low
Keyword(s):  
Value Creation ◽  
Quality Standards ◽  
Measurement Instruments ◽  
Measurement Systems ◽  
Measurement Standards ◽  
For Profit ◽  
Academic Communities ◽  
Not For Profit ◽  
Global Agreement

The necessity and importance of measuring intangibles has become increasingly accepted in the business, financial and academic communities as a means for a better understanding of the value creation processes in private, public and not‐for‐profit enterprises. Intangible indicators are seen as idiosyncratic, unique to each enterprise and not standardised. Interpretation, dissemination and further research suffer from the lack of definition and measurement standards. This paper examines guidelines and suggestions for measurement instruments and discusses their limits. A framework for classifying intangibles and indicators through the utilisation of evaluation experience is derived in order to support the movement towards global agreement on terms, definitions, standards and measures. Further research is discussed concerning quality standards for measurement systems.

Shared Value Creation for Sustainability in Not-for-Profit Organisations

2017 ◽  
pp. 17-30
Author(s):  
Tony Kandaiya ◽  
Meena Chavan
Keyword(s):  
Value Creation ◽  
Holistic Approach ◽  
Theoretical Models ◽  
Three Dimensions ◽  
Shared Value ◽  
Social Mission ◽  
For Profit ◽  
Not For Profit ◽  
Sustainability Strategy ◽  
Sustainability Problems

The objective of this chapter is to delineate the sustainability problems encountered by not-for-profit organisations and to explore how these challenges can be can be managed through shared value creation by the stakeholders. Case study-abductive research methodology was adopted to explore stakeholder shared values and sustainability. This method of study is especially useful for trying to test theoretical models by using them in real world situations. Findings revealed that the sustainability strategy in not for profit organizations must be a holistic approach. Such an approach needs to build upon value-creation that is integrated to develop social entrepreneurship and create social capital along the three dimensions which includes innovative, proactive, and risk management behavior. This chapter contributes to the shared value with stakeholders to provide a social enterprise pathway for a not for profit organization to achieve long-term financial sustainability while maintaining the core social mission and objectives.

Shared Value Creation for Sustainability in Not-for-Profit Organisations

2019 ◽  
pp. 1223-1236
Author(s):  
Tony Kandaiya ◽  
Meena Chavan
Keyword(s):  
Value Creation ◽  
Holistic Approach ◽  
Theoretical Models ◽  
Three Dimensions ◽  
Shared Value ◽  
Social Mission ◽  
For Profit ◽  
Not For Profit ◽  
Sustainability Strategy ◽  
Sustainability Problems

The objective of this chapter is to delineate the sustainability problems encountered by not-for-profit organisations and to explore how these challenges can be can be managed through shared value creation by the stakeholders. Case study-abductive research methodology was adopted to explore stakeholder shared values and sustainability. This method of study is especially useful for trying to test theoretical models by using them in real world situations. Findings revealed that the sustainability strategy in not for profit organizations must be a holistic approach. Such an approach needs to build upon value-creation that is integrated to develop social entrepreneurship and create social capital along the three dimensions which includes innovative, proactive, and risk management behavior. This chapter contributes to the shared value with stakeholders to provide a social enterprise pathway for a not for profit organization to achieve long-term financial sustainability while maintaining the core social mission and objectives.

scholarly journals The Human Capital for Value Creation and Social Impact: The Interpretation of the IR’s HC Definition

2021 ◽  
Vol 13 (13) ◽  
pp. 6989
Author(s):  
Maurizio Cisi ◽  
Francesca Alice Centrone
Keyword(s):  
Human Capital ◽  
Value Creation ◽  
Social Impact ◽  
Integrated Reporting ◽  
For Profit ◽  
Not For Profit ◽  
Human Resources Managers ◽  
Definition Of ◽  
Depth Interviews ◽  
Selection Of

The paper aimed at assessing and identifying in a comparative way the potentiality and suitability of the Integrated Reporting (IR)’s definition of human capital (HC) within a selection of companies and social cooperatives. Employing in-depth interviews, the qualitative study analyzed the points of view of a selection of human resources managers to firstly check and test the connection between human capital, value creation, and social impact. The contribution of human capital to value creation is not easily recognized, especially by smaller-sized companies. The results suggested that the HC definition of the IR in the for-profit sector seems to be more applicable to the top management than to the whole workforce, while it appears as “fitting” for the managers of social cooperatives because of its explicit focus on ethical values, loyalty, and motivation. This allowed opening possible channels of dialogue between the profit and not-for-profit sectors. The paper proposed practical recommendations to operationalize the IR’s HC definition.

The Development of Not-For-Profit Hospital Cost Models

1988 ◽  
Vol 6 (1) ◽  
pp. 35-48
Author(s):  
Greg M. Thibadoux ◽  
Nicholas Apostolou ◽  
Ira S. Greenberg
Keyword(s):  
Hospital Cost ◽  
Cost Models ◽  
For Profit ◽  
Not For Profit

10. Designing an online curriculum supporting risk management and patient safety

2007 ◽  
Vol 30 (4) ◽  
pp. 33
Author(s):  
T. Gondocz ◽  
G. Wallace
Keyword(s):  
Risk Management ◽  
Medical Education ◽  
Patient Safety ◽  
Online Learning ◽  
Online Courses ◽  
Learning System ◽  
Online Curriculum ◽  
For Profit ◽  
Not For Profit ◽  
Managing Risk

The Canadian Medical Protective Association (CMPA) is a not for profit mutual defence organization with a mandate to provide medico-legal assistance to physician members and to educate health professionals on managing risk and enhancing patient safety. To expand the outreach to its 72,000 member physicians, the CMPA built an online learning curriculum of risk management and patient safety materials in 2006. These activities are mapped to the real needs of members ensuring the activities are relevant. Eight major categories were developed containing both online courses and articles. Each course and article is mapped to the RCPSC's CanMEDS roles and the CFPC's Four Principles. This poster shares the CMPA’s experience in designing an online patient safety curriculum within the context of medico-legal risk management and provides an inventory of materials linked to the CanMEDS roles. Our formula for creation of an online curriculum included basing the educational content on real needs of member physicians; using case studies to teach concepts; and, monitoring and evaluating process and outcomes. The objectives are to explain the benefits of curricular approach for course planning across the continuum in medical education; outline the utility of the CanMEDS roles in organizing the risk management and patient safety medical education curriculum; describe the progress of CMPA's online learning system; and, outline the potential for moving the curriculum of online learning materials and resources into medical schools.

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