Fundación arteBA: supporting visual artists by promoting the art market

2012 ◽  
Vol 2 (6) ◽  
pp. 1-19
Author(s):  
Gabriel Berger ◽  
Carolina Gowland
Keyword(s):  
Strategic Management ◽  
Nonprofit Organizations ◽  
Latin American ◽  
Open Space ◽  
Board Members ◽  
Primary Role ◽  
Board Meeting ◽  
Content Type ◽  
Social Organizations ◽  
For Profit

Subject area Strategic management of nonprofit organizations. Study level/applicability This case is appropriate for graduate level program/executive education courses; advanced topics in nonprofit management or strategic management of nonprofit organizations. Case overview This case focuses on the central dilemma faced by arteBA Foundation in 2008. arteBA Foundation's chairman, Facundo Gómez Minujín, received an offer from a foreign company to purchase the art fair launched 17 years before – and by then acknowledged as the most prestigious fair in Latin America. Leading art fairs around the world were managed by for-profit companies that could view arteBA as a strategic asset to tap into new markets. Gómez Minujín called for an urgent board meeting. The young chairman had his qualms about selling the fair. In addition to corroborating arteBA's brand positioning in the region and rewarding the organization's efforts over the years, this purchasing offer afforded the possibility to undertake several projects to further develop and promote Argentine art – the true driver for most arteBA's members. The case describes the foundation's background and the fair's growth until the crossroads in November 2008. They include several accounts of instances in which the foundation took financial risks to enhance the fair's positioning, such as granting subsidized space to emerging galleries at its Young Neighborhood Program, expanding to include aesthetically risky offerings at its Open Space section, and financially supporting Brazilian galleries to attend the fair in order to enhance its Latin American scope and regional consolidation. Similarly, the case depicts how the foundation chose to uphold fair continuity in critical years (2001) amidst a dismal domestic setting. The dilemma presented by this case hinges on an organization's ability to build a market-based venture while preserving and pursuing its mission. To promote Argentine artists and art, arteBA Foundation had to help art galleries – for-profit businesses – to adopt more professional practices. Another challenge described in this case revolves around the need to “manage quality” in detriment of greater, immediate revenues. The last section revisits the central dilemma faced by arteBA Foundation. The mixed reactions of board members on the fair's purchase offer described in the introduction unfolded in a passionate debate at the board meeting. Two prevailing positions emerged in reference to the future of the organization. For some board members selling the fair afforded arteBA a chance to finally undertake new challenges, such as launching a grant program, offering financial support to artists, consolidating a new venture (South Limit), etc. Opposing board members contended that, without the fair, the foundation made no sense and that no other initiative could have such an impact on its field of choice. Finally, the board found it impossible to reach a decision on this matter in just one meeting and decided to resume its discussion after a recess. Expected learning outcomes This case has been designed to advance the following teaching objectives: gaining a better understanding of market-based ventures carried out by social organizations; discussing the alignment of market-based ventures to social missions at social organizations; adequately interpreting market trends to try to align them to a nonprofit's mission; identifying the primary capabilities needed by social organizations to manage profitable market-based ventures; developing a positive market orientation as a source of opportunities for a nonprofit; appreciating the significance of an active, committed board for market-based venture development; and highlighting the primary role of entrepreneurship and innovation when it comes to launching market-based ventures that add value to a nonprofit's brand. Supplementary materials Teaching notes are available.

Motives for corporate philanthropy and charitable causes supported

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dane K. Peterson ◽  
Cathryn Van Landuyt ◽  
Courtney Pham
Keyword(s):  
Nonprofit Organizations ◽  
Charitable Giving ◽  
Corporate Philanthropy ◽  
Motivational Factors ◽  
Published Data ◽  
Theoretical Understanding ◽  
Content Type ◽  
For Profit ◽  
Corporate Strategies ◽  
Private Corporations

PurposeThis paper examines how the inferred motives for corporate philanthropy relate to the types of charitable causes supported.Design/methodology/approachPublished data were obtained for 256 publicly traded and private corporations from a variety of sources.FindingsThe results demonstrated that a number of motives were not significantly related to total charitable giving, but were related to how charitable funds were distributed to various charitable causes. Thus, the study provides insights on the strategic use of corporate charity as means of achieving various business objectives and advancing a theoretical understanding of corporate philanthropy strategies.Research limitations/implicationsThis study only investigated some of the presumed motives for corporate philanthropy. Even for the motives investigated in this study, no attempt was made to examine all the motivational factors that determine the level of need for a specific motive. Thus, while the present study provides some of the first evidence of a relationship between motivational factors and data on the types of charitable causes supported, there are other motivational factors that could be investigated in future studies.Practical implicationsThe results have a number of implications for managers of nonprofit organizations such as marketing/targeting potential donors. Additionally, the results could be useful for managers of for profit firms in terms of comparing corporate strategies with competing firms.Originality/valueThe study provides a framework for investigating the relationship between motivational factors and types of charitable causes supported.

GranuLab (C): internationalizing GranuMaS

2012 ◽  
Vol 2 (8) ◽  
pp. 1-15 ◽  
Author(s):  
Khairul Akmaliah Adham ◽  
Mohd Fuaad Said ◽  
Nur Sa'adah Muhamad ◽  
Saida Farhanah Sarkam ◽  
Zizah Che Senik ◽  
...  
Keyword(s):  
Strategic Management ◽  
Medical Device ◽  
International Business ◽  
Latin American ◽  
High Growth ◽  
Capital City ◽  
Content Type ◽  
Manufacturing Facility ◽  
Internationalization Strategies ◽  
Medical Device Company

Subject area The area of focus is on internationalization strategies, specifically on developing suitable strategies to support an internationalization initiative of a new medical device company. Study level/applicability This case is designed for final year undergraduate and MBA students. It is suitable for courses of organizational management, organization theory and design, strategic management, and international business as well as international marketing. Case overview GranuLab, a medical device company that produced the synthetic bone graft substitute GranuMaS, aspired to be a high-growth company. To achieve this aspiration the company had made plans for internationalization, which include penetrating the ASEAN, Middle East, Latin American, and African markets within the next five years. By December 2010, GranuLab had completed the construction of its new manufacturing facility in Shah Alam, about 30km from Malaysia's capital city of Kuala Lumpur. This manufacturing facility had the capability to produce high volumes to support the company's high growth plan. However, the company's internationalization processes had taken longer than expected and this has led to a low business volume. By mid-2012, the company was forced to make a quick decision as it had suffered a year and a half of operations losses. GranuLab had to formulate a strategy as to how to position GranuMaS and penetrate the targeted markets. Failure to internationalize would incur even greater losses and might hinder the achievement of its high growth aspiration by 2015. Expected learning outcomes This case is designed to stimulate case analysts' thinking into providing recommendations for the appropriate internationalization strategies to be adopted by the management team to ensure that the company could succeed in achieving its goals. The case will expose students to the concepts and theories of strategic management, international business, international entrepreneurship; and facilitate the development of students' abilities to apply those concepts in managerial situations. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

scholarly journals Nonprofit Strategic Management Revisited

2019 ◽  
Vol 9 (2) ◽  
Author(s):  
Eric W. Miller
Keyword(s):  
Human Capital ◽  
Strategic Management ◽  
Nonprofit Organizations ◽  
Customer Requirements ◽  
Environmental Pressures ◽  
For Profit ◽  
Wide Range ◽  
Efficiency And Effectiveness ◽  
Strategy Performance ◽  
Over Time

This article presents a review and analysis of empirically based research on strategic management in nonprofit organizations appearing in peer-reviewed journals between 1998 and 2015, and compares these findings with an earlier, similar study to determine how nonprofit use of strategic management has evolved over time. Findings suggest that determinants of strategic management have evolved beyond funder requirements to include environmental pressures to increase organizational efficiency and effectiveness, professionalize staff capacities, and respond to changing customer requirements. Nonprofits continue to use strategic management in response, and have recently adopted a wide range of for-profit strategies and practices in both strategy content and strategy performance areas. Strategic management offers both risks and rewards for nonprofits, but requires significant time, resources, and human capital that not all nonprofits readily possess.RÉSUMÉCet article présente l’évaluation et l’analyse de recherches empirique—parues entre 1998 et 2015 dans des revues évaluées par les pairs—sur la gestion stratégique d’organismes à but non lucratif. Il compare ces données avec uneétude antérieure similaire afin de déterminer comment la gestion stratégique par les organismes à but non lucratif a évolué. Les résultats suggèrent que les déterminants de la gestion stratégique ont progressé au-delà des besoins des subventionneurs, tenant compte aujourd’hui des pressions environnementales pour accroître l’efficience et l’efficacité organisationnelles, professionnaliser le personnel et répondre aux besoins changeants de la clientèle. Dans ces circonstances, les organismes à but non lucratif continuent de recourir à la gestion stratégique et ont récemment adopté un vaste éventail de stratégies et pratiques à but lucratif dans les domaines du contenu et de la performance stratégiques. La gestion stratégique, tout en posant certains risques, offre incontestablement des récompenses aux organismes à but non lucratif, mais elle requiert un temps, des ressources et une main d’oeuvre que les organismes à but non lucratif ne possèdent pas forcément.

Interlocking Boards in Nonprofit Organizations

2020 ◽  
Vol 34 (2) ◽  
pp. 1-17
Author(s):  
Rebecca I. Bloch ◽  
Erica E. Harris ◽  
Amanda N. Peterson
Keyword(s):  
Nonprofit Organizations ◽  
Nonprofit Sector ◽  
Academic Research ◽  
Data Availability ◽  
Shared Knowledge ◽  
Board Members ◽  
Washington Dc ◽  
For Profit ◽  
Governance Practices ◽  
The Impact

SYNOPSIS A board interlock occurs when a board member from one organization joins the board of a separate organization. This interlock forms a social network between board members, through which information, knowledge, practices, and policies flow between organizations. Academic research on for-profit entities suggests that interlocks are a conscious strategic choice made by organizations (Hallock 1997). We study board interlocks in the nonprofit sector. In doing so, we shed light on the impact of interlocking boards on nonprofit governance, organizational efficiency, and donations secured. Using a sample of more than 3,000 industry-diverse nonprofit organizations in the Washington, DC metropolitan area, we find that interlocked organizations have better governance practices and run more efficient operations, in line with the diffusion of best practices and shared knowledge and experience between organizations. Furthermore, we find that interlocked organizations report more donations, consistent with the expanded network provided by these relationships. Data Availability: The data used to perform this study are publicly available via GuideStar.

How dominant coalition members’ values and perceptions impact their perceptions of public relations participation in organizational decision making

2016 ◽  
Vol 20 (3) ◽  
pp. 215-231 ◽  
Author(s):  
Christopher Wilson
Keyword(s):  
Decision Making ◽  
Public Relations ◽  
Nonprofit Organizations ◽  
Organizational Decision Making ◽  
Content Type ◽  
Public Relations Practitioners ◽  
The Public ◽  
For Profit ◽  
The Usa ◽  
Dominant Coalition

Purpose – The purpose of this paper is to understand the extent to which dominant coalition members’ values and perceptions influence their perceptions of public relations participation in organization-level decision making. Research in this area has largely focussed on the relationship between practitioner roles and decision-making inclusion. Design/methodology/approach – The population of interest was dominant coalition members of for-profit, government, and nonprofit organizations in the USA. Data were collected through a national survey to a nonrandom sample of 201 dominant coalition members. Findings – Results indicate that dominant coalition members’ values of organizational openness to the environment and perceived substantive autonomy of the organization positively predicted perceptions of public relations participation in organizational decision making. Perceived manager role potential of the public relations department also had significant predictive power. Originality/value – While research has focussed primarily on the characteristics that public relations practitioners can develop to earn a seat at the management table, little is known about the characteristics of dominant coalition members that influence whether or not a seat is made available or the degree to which public relations is perceived to participate in decision making.

Measuring the effectiveness of an alternative education collaboration

2014 ◽  
Vol 28 (4) ◽  
pp. 432-450 ◽  
Author(s):  
Soribel Genao
Keyword(s):  
Public Schools ◽  
Alternative Education ◽  
Nonprofit Organizations ◽  
Single Case ◽  
Future Research ◽  
Content Type ◽  
For Profit ◽  
Governmental Agencies ◽  
New Research ◽  
Collaborative Activities

Purpose – Program efficacy and outcomes can often be determined through an examination of collaborative activities between and among inner city school districts with high dropout rates and private, public, and nonprofit organizations. Kettl (2004) adeptly describes additional collaborative practice trends that not only transform governance structures, but blurs the line between and among sectors. These trends illuminate the need for governmental agencies to collaborate with nonprofit and for-profit organizations to address “wicked problems” where no single organization has sufficient resources and the consequences are enormous. The paper aims to discuss theses issues. Design/methodology/approach – Utilizing a quantitative approach, this research compares the efficacy of a newly developed collaborative alternative education program to existing programs in New Jersey's Newark Public Schools during 2008-2009. Findings – The results indicate that the overall performance of the students enrolled in the new research models is significantly higher than in the existing program due to incentives and not administrative collaboration. Research limitations/implications – Implications for future research include: first, the need for studies to reveal enduring, universal effects of collaboration; second, longitudinal studies of the effects of collaboration on alternative education issues; and third, an evaluation of the effectiveness of collaborative training. Originality/value – This research intends to contribute to the literature concerning these distinctive types of partnerships – specifically the integration of three very different systems into a collaborative service. This single case study presents support of how these services subsist within four settings and what force they have on special services for students in alternative education in the public schools.

COVID-19 and higher education: responding to local demands and the consolidation of e-internationalization in Latin American universities

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Miguel Cordova ◽  
Dinorá Eliete Floriani ◽  
Maria Alejandra Gonzalez-Perez ◽  
Michel Hermans ◽  
Santiago Mingo ◽  
...  
Keyword(s):  
Higher Education ◽  
Latin America ◽  
Latin American ◽  
Private Institutions ◽  
University Administrators ◽  
Strategic Responses ◽  
Content Type ◽  
For Profit ◽  
Developed Economies ◽  
Not For Profit

PurposeThis paper aims to provide insights into the internationalization strategic responses to the COVID-19 pandemic by higher education institutions (HEIs) in Latin America.Design/methodology/approachThis study is based on information from eight leading Latin American private universities. The data were obtained from official sources such as institutional communications and university administrators.FindingsThe authors identify two main issues that HEIs should consider while responding to the pandemic. First, greater attention and resource allocation to the universities' main local stakeholders can affect traditional internationalization activities. Second, a focus on revitalizing foreign partnerships and strengthening “virtual internationalization” can help maintain and eventually increase international presence.Research limitations/implicationsWhile this study analyses how these Latin American HEIs responded during the initial stages of the COVID-19 outbreak, it is important to conduct follow-up studies to shed light on how HEIs are adapting to the COVID-19 crisis as it continues to unfold.Originality/valueThis study is based on unique information gathered from leading private, not-for-profit HEIs in Latin America, which, contrary to state-owned HEIs or other private institutions in developed economies, have exhibited different means and conditions to respond to the coronavirus outbreak. Finally, the authors contribute to the literature on the internationalization of HEIs by discussing the role of a significant disruptive event on the internationalization of higher education and, particularly, business schools.

Design thinking: a working strategy for the third sector

2019 ◽  
Vol 40 (5) ◽  
pp. 28-38 ◽  
Author(s):  
Tulsi Jayakumar ◽  
Krishnakoli Das ◽  
Neelesh Srivastava
Keyword(s):  
Strategic Management ◽  
Design Thinking ◽  
Arid Zone ◽  
Child Poverty ◽  
Third Sector ◽  
Content Type ◽  
For Profit ◽  
Secondary Sources ◽  
And Migration ◽  
Societal Problems

Purpose This paper aims to understand how non-governmental organisations (NGOs) can use design thinking (DT) as a strategic tool to improve organisational and societal outcomes. Design/methodology/approach The paper applies a case study design. Building on in-depth interviews with senior management, beneficiaries (villagers), the village headman and children in Karaliya village (Rajasthan), as also from secondary sources, the paper presents a model of using DT for NGOs. Findings This paper presents evidence of how Jal Bhagirathi Foundation, an Indian NGO working in the most water-distressed and densely populated arid zone of the Thar Desert, used a user-centric, DT approach to solve the water-scarcity problem in villages in the Marwar region. In doing so, several interconnected societal problems were also addressed, including those of sanitation, education – especially of the girl child – poverty and migration. Practical implications DT has been increasingly used by “for-profit” business organisations to derive competitive advantage. NGOs have lagged in the use of DT as a strategic tool to drive enhanced organisational and societal outcomes. Such NGOs can strategise to adopt a DT approach. Originality/value A literature search revealed that while the term “NGO” threw up 36,571 results, “NGOs and strategic management” had only 363 results, and “the use of design thinking in NGOs” had 0 results. This paper contributes to the limited research in the field of strategic management in the NGO space by looking at DT as an important strategic tool for NGOs.

scholarly journals The value of technology affordances to improve the management of nonprofit organizations

2019 ◽  
Vol 54 (1) ◽  
pp. 14-37 ◽  
Author(s):  
Debora Bobsin ◽  
Maira Petrini ◽  
Marlei Pozzebon
Keyword(s):  
Technology Management ◽  
Nonprofit Organizations ◽  
Process Model ◽  
New Technologies ◽  
Third Sector ◽  
Content Type ◽  
Social Mission ◽  
For Profit ◽  
Use Of Technology ◽  
Technology Affordances

Purpose This paper aims to investigate the benefits generated by the use of new technologies by nonprofit organizations, with focus on how these artefacts can improve their ability to achieve their social mission. Design/methodology/approach To understand the potential use of technology by a nonprofit organization, the concept of affordance was applied. The authors propose a processual model of affordances’ interdependences that enrich the extant literature. Six nonprofit organizations in two Brazilian regions were deeply investigated using a multiple case study method. Findings The authors identified new sub-categories of technology affordances, which are not just related to nonprofit but that could be also applied to other types, including for-profit. Sub-categories of affordances seem to play different roles in the actualization process. The authors are not proposing determinist connections among sub-categories, but they argue that they sustain some sub-categories precede or create the condition for others to emerge. Originality/value Nonprofit organizations lack theoretical and empirical investigations on management in general and on technology management in particular. In its turn, the technology field does not pay much attention, both in terms of research and practice, to the specificities of the third sector where the nonprofit organizations operate. This process model of potential uses of new technologies that might favor nonprofit organizations contributes to the cross-fertilization between two distinct fields: third sector and technology management.

Gouritz Cluster Biosphere Reserve: towards sustainability

2018 ◽  
Vol 8 (4) ◽  
pp. 1-22
Author(s):  
Boris Urban ◽  
Claire Beswick
Keyword(s):  
Social Entrepreneurship ◽  
Biosphere Reserve ◽  
Social Enterprises ◽  
Board Members ◽  
Western Cape ◽  
Content Type ◽  
Non Profit ◽  
For Profit ◽  
Academic Level ◽  
Trade Offs

Theoretical basis Research methodology. Teaching note Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Learning outcomes At the end of the case discussion, the students should be able to: demonstrate an understanding of the similarities and differences between profit and non-profit organisations; discuss social entrepreneurship as a process-driven set of activities; assess the organisation-environment-opportunity fit of the dilemma facing them; analyse and resolve practical issues in developing structure and systems; diagnose organisational issues facing enterprises wishing to formalise and grow; evaluate how an organisation may achieve both social and profit objectives; and appreciate the trade-offs of adopting a profit-driven approach for social enterprises. Case overview/synopsis: From her office on her farm in the Eden District of South Africa’s Western Cape province, Wendy Crane, who had for many years been involved in the conservation efforts of the Gouritz Cluster Biosphere Reserve (GCBR), drank in the view of the Langeberg Mountains. Her pleasure was a bit diminished by the knowledge that, like so many parts of the GCBR, this area’s environment was under threat. She was preparing for a meeting in March 2017 of the board of the non-profit company (NPC) that sought to initiate and coordinate activities that would achieve the goals of the GCBR. The NPC board members wanted the organisation to be self-sustaining when it came to core costs. To this end, the board had established Gouritz Enterprises as a social enterprise that would be responsible for profit-driven activities which would fund the NPC’s core costs. The enterprise had not yet started work in any formal way, and Crane was not sure if establishing a separate profit-driven entity was the best way of achieving the self-financing goal. Complexity academic level Post-graduate management diploma MBAC. Subject code: CSS 3: Entrepreneurship.

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