An Industry Fields Approach to Isomorphism Involving Australian Nonprofit Organizations

Leiter, Jeffrey

doi:10.1007/s11266-012-9298-5

Cited by 18 publications

(14 citation statements)

References 52 publications

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“…Based on the findings from the SAH research, it would appear that focussing on the individual as a fundamental aspect of the change process, often in parallel with the organisation-wide focus, and doing so in an overt and caring manner, positively impacts the success of the change programme. This is reflective of the cultural characteristics associated with the nonprofit sector and the people attracted to work within it (Speckbacher, 2003; Bradach, Tierney, & Stone, 2009; Leiter, 2012).…”

Section: Discussionmentioning

confidence: 99%

A longitudinal qualitative case study of change in nonprofits: Suggesting a new approach to the management of change

Rosenbaum

Steane

2016

Journal of Management & Organization

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Existing change management models have been developed from research undertaken largely within the for-profit sector, with little reference to the unique challenges of the nonprofit sector. This article identifies a number of characteristics of change management that may be unique to the nonprofit sector. The research sought to understand change from the perspective of those within the sector who experienced it using Grounded Theory in a rich single case study as the methodology, applying an inductive reasoning approach to the development of theory. Results point to the impact of four key characteristics that require a more substantial focus in planned change models when applied to nonprofits. These include formal reflection for change agents and change recipients, development of trust, and confidence in the organisation before the actual change, focussing on the individual experience of change, and the sequencing of events from a planning perspective.

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Section: Discussionmentioning

confidence: 99%

A longitudinal qualitative case study of change in nonprofits: Suggesting a new approach to the management of change

Rosenbaum

Steane

2016

Journal of Management & Organization

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“…Despite the fact that on a fundamental level isomorphism can include the dissemination of good practices (Leiter, 2013) or drive collaboration (Sowa, 2008), the term is often associated with the concern that NPOs will lose significant characteristics as they become increasingly similar to public sector organizations (Smith & Lipsky, 1993) or businesses (Dolnicar et al, 2008; Hwang & Powell, 2009). The institutionalization of corporate practices in particular has led researchers to criticize this development (Eikenberry & Kluver, 2004) for fear of mission drift or loss of idealism (Maier et al, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Institutional isomorphism and nonprofit managerialism: For better or worse?

Hersberger-Langloh

Stühlinger

Schnurbein

2020

Nonprofit Mgmnt & Ldrshp

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Nonprofit organizations (NPOs) have increasingly adopted business‐like practices as a response to institutional pressures. Some researchers argue that this development leads to mission drift, whereas others find a positive effect on organizational performance. However, the institutional pressures responsible for shaping the nonprofit sector have remained hard to distinguish from each other. This study explores the consequences of mimetic, normative, and coercive pressures, and looks at how they affect managerialism, organizational performance, and mission drift. We link these concepts through a structural equation model based on survey data and find that one aspect of managerialism, strategic behavior, is a key construct in influencing the response to isomorphic pressures and can positively affect organizational performance while holding off‐mission drift. Normative isomorphism even has a direct positive effect on organizational performance. Mission drift can take place when organizations are under coercive pressure without having strategies or internal processes in place. These findings imply that organizations should invest in their strategy and the professional development of their staff to increase organizational performance and avoid mission drift.

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“…An institutional environment that includes diverse organizational actors, but is dominated by a public sector welfare regime has, it is argued, 'constraining influences' (Verbruggen et al 2011) on NPOs as it exercises isomorphic pressure towards 'homogeneity, in structure, culture and output' across organizations of different institutional origin (DiMaggio & Powell 1983: 147). Although in principle isomorphism could involve the 'diffusion of good practices' (Leiter 2013), the term is primarily associated with a fear that NPOs will lose important organizational traits as they become more bureaucratic and/or more business-like (Buckingham 2012). Goals, preferred means of intervention, supervision, and control as defined by the public sector take precedence over organizational value bases and structures that come from alternative ways of defining and addressing social needs.…”

Section: Introductionmentioning

confidence: 99%

“…Consequently, attention is increasingly paid to variations in how NPOs react to and cope with changes to the conditions for their existence and activities (Barman 2002). Researchers identify how organizations present a repertoire of reactions to the challenges of incorporating conflicting logics that come with institutional pressure to comply with an environment dominated by public institutions (Anheier 2000;Arvidson & Lyon 2014;Leiter 2013;Townley 2002;Turco 2012). Strategies include avoidance, compromise, and manipulation (Oliver 1991), and these variations in organizational response are understood as results of a combination between the characteristics of the isomorphic pressure, the surrounding institutional field, and internal organizational features (Barman & MacIndoe 2012;Pache & Santos 2010).…”

Section: Introductionmentioning

confidence: 99%

Change and Tensions in Non-profit Organizations: Beyond the Isomorphism Trajectory

Arvidson

2018

Voluntas

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Research on the relationship between non-profit organizations (NPOs) and the public sector has been dominated by predictions of isomorphism where change and tensions in NPOs are attributed an imposing institutional setting. This article argues that research represents a selective perspective on organizational life due to its portrayal of organizational change as synonymous with an isomorphic, linear trajectory. The purpose of this article is to illustrate different sources and characteristics of change and tension. The article presents an analytical framework comprising of four components: evolving change, episodic change, inherent dilemmas, and conflicting logics, facilitating an understanding of the organization as movement. The analysis of a case study organization suggests that by identifying different dimensions of changes and tensions we can gain a richer understanding of the complexity of processes underpinning the organization as movement. The analysis reveals how multiple, parallel processes related to change and tensions generate reflections that drive integrity and identity formation at individual and organizational levels.

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An Industry Fields Approach to Isomorphism Involving Australian Nonprofit Organizations

Cited by 18 publications

References 52 publications

A longitudinal qualitative case study of change in nonprofits: Suggesting a new approach to the management of change

A longitudinal qualitative case study of change in nonprofits: Suggesting a new approach to the management of change

Institutional isomorphism and nonprofit managerialism: For better or worse?

Change and Tensions in Non-profit Organizations: Beyond the Isomorphism Trajectory

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