Experiences of Non-Profit Organizations in Korea

Social, cultural, and economic aspects of a country decide the formation and development of the country's non-profit organizations. Examining Korean NPOs shows uniqueness in their birth characteristics, historical advancement, and current location. This chapter presents discussions on definitions and functions of Korean NPOs, their development history regarding political regimes, current situation which the organizations are facing, and opportunities to overcome the challenges. The democracy movement in the 1980s facilitated activities of NPOs and different political regimes have been providing diverse backgrounds for NPOs' performance. Currently, Korean NPOs are confronted with challenges in functional and managerial aspects. The authors propose facilitating the high internet usage of Korea into a power tool for NPOs and turning the attention toward clubs and societies as possible remedies for the difficulties. This chapter is expected to promote understanding of Korean NPOs and provide insights for the future development of Korean NPO literature.

Approaches towards Measuring Success in Public Elementary Schools

This chapter examines new directions in theory and practice of measuring schools' success. Relevant literature is synthesized to provide a holistic picture of current knowledge of the topic, highlighting meanings, principles and consequences. The chapter discusses the nature of success in schools. The major aim of the research is to analyze the most popular approaches towards measuring the success of schools, including effectiveness, efficiency, performance, and accountability. This chapter suggests measuring the success in public elementary school, based on extended set of measures and indicators. The expanded set of measurements could increase the validity of inferences about schools' effectiveness as well as efficiency and offer relevant information to principals and teachers about how to improve the school's performance.

How to Measure Performance in Cooperatives?

The cooperatives produce around 10% of Italian GDP. They should face two aims: the respect of the cooperative principles and their pursuit in line with the economic effectiveness principle. Cooperatives operate on the principles of the International Cooperative Alliance: one member-one vote, free and voluntary membership, and limited remuneration of the underwritten capital. In order to represent the social and the economic impact of the cooperatives actions, the evaluations of the outcome produced should bear in mind both dimensions above-mentioned. Unfortunately, no single performance measure is appropriate for all the purposes. The aim of the paper is to hypothesize a comprehensive evaluation model that allows to estimate the cooperative excellence. The emerging model will be made up of two parts representing the social and the economic excellence in turn divided in “internal” and “external” variables depending on the stakeholder considered. In the second part of the paper, the model will be tested on eight Italian cooperatives.

The Challenges of Managing the Private Institutions of Social Solidarity

The Private Institutions of Social Solidarity (IPSS) are constituted as not-for-profit with the purpose of giving organized expression to the moral duty of solidarity and justice among individuals by private initiative. IPSS helps children, young people and families support social and community integration, assist the elderly and disabled, promote and safeguard health, education and vocational training and resolve housing problems. This study focused on the answers offered to the elderly people, specifically through the service provided on the Social Centers. We tried to analyze existing practices, identify good practices and understand their frequency, while understanding the open-mindedness level to change and innovation. As research methodology we conducted surveys among users and technicians. The study concluded that communication is always present between the different institutions even if in different levels. Networking and good practices customized accordingly to the users keep them satisfied and more active in their daily life.

Intuition in Decision-Making on the Example of a Non-Profit Organization

The purpose of this chapter is to identify the level of intuitive potential and the extent of its use in decision-making processes in non-profit organizations, and to identify what factors determine the use of intuition in practice. To this end, a non-profit organization called “I Have a Dream” Foundation is analysed using the case study method. This chapter consists of five main parts. Firstly, the concept of intuition is defined and its importance in management and decision-making in particular is identified. Then, the issue of management of non-profit organizations and the emerging professionalization trends in this area are discussed. At the same time, the author seeks to answer the question of whether it is an opportunity or a threat. Further, the research subject, “I Have a Dream” Foundation, and the research sample are characterized. The final part of the chapter presents cognitive results of the study.

Co-Operation between the Public Administration and Non-Profit Organisations as a Condition of the Development of Public Entrepreneurship

The chapter presents the models of co-operation between the public administration and non-profit organisations with regard to performing public services, supporting civil initiatives, building social dialogue and shaping civil society in the context of the development of public entrepreneurship. The issues presented at the beginning related to the separation of entrepreneurship in the public sector; emphasis was put on the need for co-operation between the public sector and non-profit organisations as a condition of the development of public entrepreneurship. Then the models of co-operation of the public sector and non-profit organisations in the UK, Canada, Estonia and Poland were characterised. In consequence of the conducted discourse, postulates and recommendations were presented with regard to building efficient and effective co-operation between the public administration and the sector of non-profit organisations and its role in the development of public entrepreneurship.

Value Creation through Social Alliances

As social problems have grown in magnitude and complexity, social alliances have brought businesses, nonprofit organizations, and governments together. Alliances between nonprofits and businesses have been increasing and becoming more strategically important. This research aims to explore (a) types of social alliances between nonprofit organizations and for profit organizations and, (b) the patterns of social alliances types which defined by Austin (2000), philanthropic, transactional, and integrative. Social alliances differ from other types of alliances due to their structural differences. Hence, it is important both for the partners of the alliance and society that the value created in the social alliance is determined and increased. Knowing which factors create value and which factors increase or decrease the created value make it possible for the social alliances to be managed.

Applying Balanced Scorecard in Non-Government Organizations

The purpose of this chapter is to present the application of Balanced Scorecard among non-governmental organizations. The limitation to this type of non-profit organizations is justified by their specificity in respect of such institutions as governmental agencies. Notwithstanding the fact that the main narration is subordinated to NGOs the text also contains references to other organizations. The premise of placing these threads is the fact that the literature on this subject, in relation to the use of BSC in non-profit organizations, includes them together. The chapter ends with discussion of basic benefits concerning the application of BSC in non-governmental organizations.

Management Solutions in Non-Profit Organizations

The main purpose of this chapter is to examine the utilization of management solutions in non-profit organizations in Slovenia and compare their utilization with utilization of solutions in profit oriented organizations. We used 357 answers from employees in Slovenian organizations, where 58 answers were from employees in non-profit organizations. The results reveal that examined management solutions are on average in non-profit organizations less used than in the profit oriented organizations. Significantly less used are for instance benchmarking, customer relationship management, mission and vision statements, balanced score card and shared service centers. In terms of the frequency of management solutions utilization, outsourcing, core competencies and strategic planning are most frequently used in non-profit organizations, and benchmarking, mission and vision statements and outsourcing in profit oriented organizations. At the end the paper outlines management solutions, which have potential to bring substantial benefits for improvement of non-profit organizations' working.

The Relation between Contingency Factors and the Efficiency of NPOs

There is growing concern regarding the enhancement of NPOs´ efficiency as it is considered an excellent strategy to tackle the imbalance between greater social demand and the decrement of their resources, as well as the lack of credibility in the current best practices of the sector. Within a Colombian context, this paper sets out two main objectives. Firstly, an analysis of the efficiency of NPOs in reaching their social goals and, secondly an analysis of the influence of certain factors in NPOs´ efficiency. The main findings indicate that, in general terms, Colombian NPOs should make a greater effort in the efficient management of their resources. Moreover, younger entities and those with a national scope are shown to be the most interested in improving their levels of efficiency.