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.

The Effect of Structural Capital for Human Capital Development and Management in Social Enterprises

2017 ◽  
pp. 1442-1460
Author(s):  
Eric Kong
Keyword(s):  
Human Capital ◽  
Nonprofit Organizations ◽  
Intellectual Capital ◽  
Social Enterprises ◽  
Structured Interviews ◽  
Human Capital Development ◽  
For Profit ◽  
Structural Capital ◽  
Capital Development ◽  
Development And Management

Social enterprises are a hybrid form of organizations that enact nonprofit and for-profit activities simultaneously. Like their nonprofit and for-profit counterparts, social enterprises are facing the same challenges, if not more, in a turbulent economy. This chapter aims to examine how structural capital assists social enterprises in the development and management of human capital in today's competitive environment. Based on 22 qualitative in-depth semi-structured interviews across 10 social enterprises and nonprofit organizations that perform social entrepreneurship in Australia, the findings suggest that structural capital helps social enterprises in facilitating human capital development and management for innovation. Thus, the study contributes to the literature by arguing that structural capital plays an essential role in social enterprises. Strategies should be developed for a more balanced development of intellectual capital if an intellectual capital-based view of the firm is to be fully integrated.

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.

The Effect of Structural Capital for Human Capital Development and Management in Social Enterprises

2014 ◽  
pp. 73-90 ◽  
Author(s):  
Eric Kong
Keyword(s):  
Human Capital ◽  
Nonprofit Organizations ◽  
Intellectual Capital ◽  
Social Enterprises ◽  
Structured Interviews ◽  
Human Capital Development ◽  
For Profit ◽  
Structural Capital ◽  
Capital Development ◽  
Development And Management

Social enterprises are a hybrid form of organizations that enact nonprofit and for-profit activities simultaneously. Like their nonprofit and for-profit counterparts, social enterprises are facing the same challenges, if not more, in a turbulent economy. This chapter aims to examine how structural capital assists social enterprises in the development and management of human capital in today’s competitive environment. Based on 22 qualitative in-depth semi-structured interviews across 10 social enterprises and nonprofit organizations that perform social entrepreneurship in Australia, the findings suggest that structural capital helps social enterprises in facilitating human capital development and management for innovation. Thus, the study contributes to the literature by arguing that structural capital plays an essential role in social enterprises. Strategies should be developed for a more balanced development of intellectual capital if an intellectual capital-based view of the firm is to be fully integrated.

Twitter Usage Using Common Reference to Tinnitus

2020 ◽  
Vol 29 (2) ◽  
pp. 206-217
Author(s):  
Jianyuan Ni ◽  
Monica L. Bellon-Harn ◽  
Jiang Zhang ◽  
Yueqing Li ◽  
Vinaya Manchaiah
Keyword(s):  
Nonprofit Organizations ◽  
Temporal Trends ◽  
Temporal Analysis ◽  
Cross Sectional ◽  
For Profit ◽  
Common Reference ◽  
Personal Experiences ◽  
Twitter Users ◽  
Sectional Analysis ◽  
Share Information

Objective The objective of the study was to examine specific patterns of Twitter usage using common reference to tinnitus. Method The study used cross-sectional analysis of data generated from Twitter data. Twitter content, language, reach, users, accounts, temporal trends, and social networks were examined. Results Around 70,000 tweets were identified and analyzed from May to October 2018. Of the 100 most active Twitter accounts, organizations owned 52%, individuals owned 44%, and 4% of the accounts were unknown. Commercial/for-profit and nonprofit organizations were the most common organization account owners (i.e., 26% and 16%, respectively). Seven unique tweets were identified with a reach of over 400 Twitter users. The greatest reach exceeded 2,000 users. Temporal analysis identified retweet outliers (> 200 retweets per hour) that corresponded to a widely publicized event involving the response of a Twitter user to another user's joke. Content analysis indicated that Twitter is a platform that primarily functions to advocate, share personal experiences, or share information about management of tinnitus rather than to provide social support and build relationships. Conclusions Twitter accounts owned by organizations outnumbered individual accounts, and commercial/for-profit user accounts were the most frequently active organization account type. Analyses of social media use can be helpful in discovering issues of interest to the tinnitus community as well as determining which users and organizations are dominating social network conversations.

Anti-corruption in History

2017 ◽  
Keyword(s):  
Financial Institutions ◽  
Global Media ◽  
Policy Makers ◽  
The Past ◽  
Human Wellbeing ◽  
Modern Period ◽  
Legitimate Power ◽  
Wide Range ◽  
Scant Attention ◽  
Over Time

Anticorruption in History is the first major collection of case studies on how past societies and polities, in and beyond Europe, defined legitimate power in terms of fighting corruption and designed specific mechanisms to pursue that agenda. It is a timely book: corruption is widely seen today as a major problem, undermining trust in government, financial institutions, economic efficiency, the principle of equality before the law and human wellbeing in general. Corruption, in short, is a major hurdle on the “path to Denmark”—a feted blueprint for stable and successful statebuilding. The resonance of this view explains why efforts to promote anticorruption policies have proliferated in recent years. But while the subjects of corruption and anticorruption have captured the attention of politicians, scholars, NGOs and the global media, scant attention has been paid to the link between corruption and the change of anticorruption policies over time and place. Such a historical approach could help explain major moments of change in the past as well as reasons for the success and failure of specific anticorruption policies and their relation to a country’s image (of itself or as construed from outside) as being more or less corrupt. It is precisely this scholarly lacuna that the present volume intends to begin to fill. A wide range of historical contexts are addressed, ranging from the ancient to the modern period, with specific insights for policy makers offered throughout.

Introduction

2018 ◽  
Author(s):  
Christine Cheng
Keyword(s):  
Theoretical Framework ◽  
Political Authority ◽  
The State ◽  
Dual Nature ◽  
For Profit ◽  
Business Interests ◽  
Local Populations ◽  
Post Conflict ◽  
Over Time ◽  
Commercial Environment

This chapter introduces the concept of extralegal groups and a theoretical framework for analyzing them—how they emerge, develop, and become entrenched over time. It explores their dual nature as threats to the state and as local statebuilders. Formally, an extralegal group is defined as a set of individuals with a proven capacity for violence who work outside the law for profit and provide basic governance functions to sustain its business interests. This framing shows how political authority can develop as a by-product of the commercial environment, even where the state has little or no presence. In post-conflict societies, the predatory nature and historical abuses of citizens conducted in the name of the state means that government is not always more trusted or better able to look after the interests of local populations than an extralegal group. Ultimately, extralegal groups blur the lines between the formal and informal; the licit and illicit.

Experiences of job demand and control: A study of first line managers in for-profit psychiatric and addiction care

Work ◽  
2021 ◽  
pp. 1-9
Author(s):  
Linda Widar ◽  
Erika Wall ◽  
Sven Svensson
Keyword(s):  
First Line ◽  
Line Managers ◽  
For Profit ◽  
Job Demand ◽  
Organizational Position ◽  
Wide Range ◽  
Line Manager ◽  
Addiction Care ◽  
And Control ◽  
Demand Control

BACKGROUND: The complex position of a first line manager is characterized by heavy workload and contradictory demands. Little is known about how first line managers experience demand and control in their work. OBJECTIVES: The aim of this study was to explore experiences of demand and control among first line managers within psychiatric and addiction care. METHOD: In the present study, interviews with ten managers in for-profit psychiatric and addiction care in Sweden were analyzed with a phenomenographic approach. RESULTS: The managers experiences of demand and control implied varied and extensive responsibilities for a wide range of professions; regulation by organizational, economic, and political frameworks; creating balance in their work; and handling the emergence and consequences of acute crisis. These experiences of demand and control involved high and contradictory demands together with coexisting high and low levels of control. Many of their work characteristics could be described in terms of both demand and control. CONSLUSION: The first line managers experiences of demand and control are more complex than implied by the job demand control theory. Our results suggest that the organizational position and branch should be considered when identifying health hazards in the work environment of first line managers.

scholarly journals A Newfangled Collagenase Inhibitor Topical Formulation Based on Ethosomes with Sambucus nigra L. Extract

2021 ◽  
Vol 14 (5) ◽  
pp. 467
Author(s):  
Ana Henriques Mota ◽  
Inês Prazeres ◽  
Henrique Mestre ◽  
Andreia Bento-Silva ◽  
Maria João Rodrigues ◽  
...  
Keyword(s):  
Biological Activities ◽  
Scientific Evidence ◽  
Release Profile ◽  
Health Claims ◽  
Topical Formulation ◽  
Sambucus Nigra ◽  
Western Asia ◽  
Wide Range ◽  
The Impact ◽  
Over Time

Sambucus nigra L. (S. nigra) is a shrub widespread in Europe and western Asia, traditionally used in medicine, that has become popular in recent years as a potential source of a wide range of interesting bioactive compounds. The aim of the present work was to develop a topical S. nigra extract formulation based on ethosomes and thus to support its health claims with scientific evidence. S. nigra extract was prepared by an ultrasound-assisted method and then included in ethosomes. The ethosomes were analyzed in terms of their size, stability over time, morphology, entrapment capacity (EC), extract release profile, stability over time and several biological activities. The prepared ethosomes were indicated to be well defined, presenting sizes around 600 nm. The extract entrapment capacity in ethosomes was 73.9 ± 24.8%, with an interesting slow extract release profile over 24 h. The extract-loaded ethosomes presented collagenase inhibition activity and a very good skin compatibility after human application. This study demonstrates the potential use of S. nigra extract incorporated in ethosomes as a potential cosmeceutical ingredient and on further studies should be performed to better understand the impact of S. nigra compounds on skin care over the time.

Practice Guidelines: How Good are Medicine's New Recipes?

1995 ◽  
Vol 23 (1) ◽  
pp. 47-48 ◽  
Author(s):  
Alexander Morgan Capron
Keyword(s):  
Health Care ◽  
Nonprofit Organizations ◽  
Medical Knowledge ◽  
Medical Specialty ◽  
Therapeutic Interventions ◽  
Medical Interventions ◽  
Practice Parameters ◽  
Wide Range ◽  
Standard Of Practice

Over the last decade, standards for when and how to undertake a wide range of medical interventions have poured forth from medical specialty groups, commercial and nonprofit organizations, and state and federal panels. Known by a variety of names—from practice parameters to clinical guidelines—and intended for a range of purposes—from diminishing the incidence of maloccurences in hospitals to cutting the costs of health care—these guidelines share one important feature: the intention of decreasing the range of variation in medical practice. Such standardization immediately appeals to anyone interested in improving the quality of health care and, in particular, reducing inappropriate medical interventions, in light of the difficulties for a conscientious physician today in adhering to the best standard of practice when faced with ever increasing medical knowledge and the growing number and complexity of diagnostic, preventive, and therapeutic interventions.

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