Innovation orientation and performance in the not-for-profit sector

2020 ◽  
Vol 23 (4) ◽  
pp. 540
Author(s):  
Mark Klassen ◽  
C. Brooke Dobni ◽  
Veronica Neufeldt
Keyword(s):  
For Profit ◽  
Not For Profit ◽  
And Performance

scholarly journals How performance measurement influences stakeholders in not-for-profit organizations

2017 ◽  
Vol 37 (9) ◽  
pp. 1164-1184 ◽  
Author(s):  
Haley Allison Beer ◽  
Pietro Micheli
Keyword(s):  
Performance Measurement ◽  
Single Case ◽  
Institutional Logics ◽  
Performance Goals ◽  
Content Type ◽  
For Profit ◽  
Not For Profit ◽  
And Performance ◽  
The Uk

Purpose The purpose of this paper is to examine the influences of performance measurement (PM) on not-for-profit (NFP) organizations’ stakeholders by studying how PM practices interact with understandings of legitimate performance goals. This study invokes institutional logics theory to explain interactions between PM and stakeholders. Design/methodology/approach An in-depth case study is conducted in a large NFP organization in the UK. Managers, employees, and external partners are interviewed and observed, and performance-related documents analyzed. Findings Both stakeholders and PM practices are found to have dominant institutional logics that portray certain goals as legitimate. PM practices can reinforce, reconcile, or inhibit stakeholders’ understandings and propensity to act toward goals, depending on the extent to which practices share the dominant logic of the stakeholders they interact with. Research limitations/implications A theoretical framework is proposed for how PM practices first interact with stakeholders at a cognitive level and second influence action. This research is based on a single case study, which limits generalizability of findings; however, results may be transferable to other environments where PM is aimed at balancing competing stakeholder objectives and organizational priorities. Practical implications PM affects the experience of stakeholders by interacting with their understanding of legitimate performance goals. PM systems should be designed and implemented on the basis of both their formal ability to represent organizational aims and objectives, and their influence on stakeholders. Originality/value Findings advance PM theory by offering an explanation for how PM influences attention and actions at an individual micro level.

Key Enablers for Knowledge Management for Australian Not-for-Profit Organizations

2017 ◽  
pp. 628-648
Author(s):  
Craig Hume ◽  
Margee Hume
Keyword(s):  
Knowledge Management ◽  
Employee Engagement ◽  
Knowledge Worker ◽  
Integrated Approach ◽  
Volunteer Retention ◽  
For Profit ◽  
Not For Profit ◽  
Grant Applications ◽  
And Performance ◽  
Government Grant

Not-for-Profit (NFPs) organizations operate in an increasingly competitive marketplace for funding, staff and volunteers, and donations. Further, NFPs, both in Australia and internationally, are growing rapidly in number in response to increasing needs for humanitarian services and environmental sustainability that local and national governments and established international aid organizations cannot or struggle to provide effectively. Many NFPs are being driven to adopt more commercial practices in order to improve their donor appeal, government grant applications, staff/volunteer retention, and service delivery. Knowledge Management (KM) is one such “corporate” practice being explored to address the increasingly competitive environment. Although the concept of knowledge management may be basically understood in NFPs, researchers and NFP managers are yet to explore and fully understand the complex inter-relationships of organizational culture, ICT, internal marketing, employee engagement, and performance management as collective enablers on the capture, coordination, diffusion, and renewal of knowledge in a NFP environment. This chapter presents research into the relationship of KM with those enabling elements and presents an implementation model to assist NFPs to better understand how to plan and sustain KM activity from integrated organisational and knowledge worker perspectives. The model emphasises an enduring integrated approach to KM to drive and sustain the knowledge capture and renewal continuum. The model provides an important contribution on “how to” do KM.

Linking HRM Systems with Public Sector Employees’ Performance

2021 ◽  
pp. 161-181
Author(s):  
Julian Seymour Gould-Williams ◽  
Ahmed Mohammed Sayed Mostafa
Keyword(s):  
Public Sector ◽  
Social Exchange ◽  
Management Practice ◽  
Organizational Level ◽  
The Public ◽  
For Profit ◽  
Not For Profit ◽  
Public Sector Employees ◽  
And Performance ◽  
Employee Experience

Early research exploring the link between HRM and performance primarily focused on private sector and organizational-level factors (the firm’s HR policy and financial performance). Although the evidence revealed a positive link between organizational approaches to HR practices and performance, the effect on employees was not considered. Although there is now emerging evidence across the private and not-for-profit sectors which includes the employee experience, theory advancement remains limited. The aim of this chapter is to address this issue by identifying relevant theories that explain why HR systems affect employees’ responses. Of the three theories identified, namely (1) ability, motivation, opportunity (AMO); (2) social exchange; and (3) self-determination theory (SDT), it is believed AMO is the least suited for the public sector context, even though the results of a review study show that AMO is the preferred choice for analysis by public sector scholars. This chapter expands on the rationale for this choice and highlights implications for management practice and research.

Key Enablers for Knowledge Management for Australian Not-for-Profit Organizations

2014 ◽  
pp. 17-35 ◽  
Author(s):  
Craig Hume ◽  
Margee Hume
Keyword(s):  
Knowledge Management ◽  
Employee Engagement ◽  
Knowledge Worker ◽  
Integrated Approach ◽  
Volunteer Retention ◽  
For Profit ◽  
Not For Profit ◽  
Grant Applications ◽  
And Performance ◽  
Government Grant

Not-for-Profit (NFPs) organizations operate in an increasingly competitive marketplace for funding, staff and volunteers, and donations. Further, NFPs, both in Australia and internationally, are growing rapidly in number in response to increasing needs for humanitarian services and environmental sustainability that local and national governments and established international aid organizations cannot or struggle to provide effectively. Many NFPs are being driven to adopt more commercial practices in order to improve their donor appeal, government grant applications, staff/volunteer retention, and service delivery. Knowledge Management (KM) is one such “corporate” practice being explored to address the increasingly competitive environment. Although the concept of knowledge management may be basically understood in NFPs, researchers and NFP managers are yet to explore and fully understand the complex inter-relationships of organizational culture, ICT, internal marketing, employee engagement, and performance management as collective enablers on the capture, coordination, diffusion, and renewal of knowledge in a NFP environment. This chapter presents research into the relationship of KM with those enabling elements and presents an implementation model to assist NFPs to better understand how to plan and sustain KM activity from integrated organisational and knowledge worker perspectives. The model emphasises an enduring integrated approach to KM to drive and sustain the knowledge capture and renewal continuum. The model provides an important contribution on “how to” do KM.

scholarly journals Hospital Lobbying and Performance

2021 ◽  
Author(s):  
Yangmei Wang ◽  
Yuewu Li ◽  
Jiao Li
Keyword(s):  
Hospital Performance ◽  
Business Organizations ◽  
Hospital Ownership ◽  
Uncompensated Care ◽  
Return On Assets ◽  
For Profit ◽  
Not For Profit ◽  
Government Hospitals ◽  
And Performance ◽  
Care Costs

Lobbying is a primary avenue through which business organizations attempt to influence legislation, regulations, or policies. In this study, we examine the association between lobbying and hospital performance and find that the effects of lobbying activities on hospital performance vary according to the distinct types of hospital ownership. Specifically, we find that lobbying raises employee salaries in not-for-profit (NFP) hospitals, reduces uncompensated care costs in both for-profit and NFP hospitals, and increases return on assets (ROA) in for-profit hospitals. We also find that the effects of lobbying on employee salaries, uncompensated care costs, and ROA are not significant in government hospitals. Taken together, our findings suggest that NFP hospitals lobby to protect employees’ interests, while for-profit hospitals lobby to maximize investors’ interests. Our paper provides evidence to illustrate that the goals and effects of hospital lobbying vary according to hospital ownership types.

scholarly journals Responsible Accounting For St. Joachims

2008 ◽  
Vol 4 (11) ◽  
pp. 35-48
Author(s):  
Stephen G. Kerr
Keyword(s):  
Performance Evaluation ◽  
Private School ◽  
Cost Allocation ◽  
Strategic Change ◽  
For Profit ◽  
Strategic Direction ◽  
Not For Profit ◽  
And Performance ◽  
Accounting Reports ◽  
Responsibility Accounting

St. Joachims is a private school district. The case explores some of the challenges organizations face when implementing appropriate responsibility accounting structures. St. Joachims is a not for profit organization struggling with change. The existing accounting reports and procedures are not consistent with the strategic change the organization is implementing. The reader must apply knowledge of responsibility accounting, budget processes, cost allocation, relevant costing, and performance evaluation to create recommendations for accounting policies that will support the organizations new strategic direction.

scholarly journals Does Governance Matter? Board Configuration and Performance in Not-for-Profit Hospitals

2006 ◽  
Vol 84 (4) ◽  
pp. 733-758 ◽  
Author(s):  
JEFFREY A. ALEXANDER ◽  
SHOOU-YIH D. LEE
Keyword(s):  
For Profit ◽  
Not For Profit ◽  
And Performance
Sign in / Sign up

Export Citation Format

Share Document