Competitive dynamics in not-for-profit organizations: evidence from India

Panda, Debadutta Kumar

doi:10.1007/s10490-019-09666-0

Cited by 11 publications

(26 citation statements)

References 60 publications

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“…This study tests hypotheses in nonprofit organizations (NPOs) in India. NPOs compete against each other, especially for grant acquisition; therefore, they develop strategies and tactical plans using their core competencies and competitive advantages (Panda, 2019; Barman, 2002). In addition, NPOs compete with for-profit organizations (Froelich, 2012; Schieff and Weisbrod, 1991).…”

Section: Introductionmentioning

confidence: 99%

“…Further, Kong (2007) continued the debate on the development of strategic management in the NPO sector, which is mostly limited to competition (Panda, 2019) and positioning strategies (Chew and Osborne, 2009). However, detailed debate and discussion on strategic management in the NPO sector is lacking in the extant literature.…”

Section: Introductionmentioning

confidence: 99%

“…However, NPOs receive grants and donations from donors, which constitute their revenue (inflow), to deliver services to users who do not pay for these services. In this context, strategic management is skewed toward competition for grants and donations (Panda, 2019). This study not only contributes to the scholarly debate on nonprofit strategy (Panda, 2019; Kong, 2007; Miller, 2002; Hatten, 1982; Kotler, 1979) but also advices nonprofit practitioners to understand the importance of organizational culture (advice-seeking interaction, collaborative culture, error management culture, error aversion culture) and leadership effectiveness in formulating strategic plans.…”

Section: Introductionmentioning

confidence: 99%

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Impact of organizational culture on strategic planning

Panda

2021

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PurposeThe purpose of this paper is to examine the impact of organizational culture on strategic planning and the role of leadership effectiveness in the association between organizational culture and strategic planning in Indian nonprofit organizations (NPOs).Design/methodology/approachData were collected from 441 respondents using a structured questionnaire. Common method bias was addressed through the use of multiple surveys. Structural equation modeling was used to process the data.FindingsAdvice-seeking interactions, collaborative culture and an error management culture positively impacted the creation and conceptualization of strategic plans in Indian NPOs. An error aversion culture did not significantly impact the creation and conceptualization of strategic plans. Leadership effectiveness moderated the relationship between “advice-seeking interactions” and the “creation and conceptualization” of the strategic plan, a “collaborative culture” and the “creation and conceptualization” of the strategic plan and an “error management culture” and the “creation and conceptualization” of the strategic plan.Originality/valueStrategic management literature on the determinants of the creation and conceptualization of strategic plans is scant. Further, it does not include the influence of cultural constructs such as advice-seeking interaction (ASI), collaborative culture (CC), error management culture (EMC), error aversion culture (EAC) on the creation and conceptualization of strategic plans. This study extends the debate on the culture–strategy nexus to help practitioners understand the importance of organizational culture (advice-seeking interaction, collaborative culture, error management culture, error aversion culture) in creating strategic plans.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Impact of organizational culture on strategic planning

Panda

2021

Self Cite

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“…In contrast to the original understanding, the posture of “undoing the competitor” seems to play a subordinate role in nonprofit proactiveness. This is maybe a result of the fact that harming competitors, who offer services to a similar group, would conflict with the NPO's mission and diminish the organization's trust (Panda, 2019). The bold way to exploit opportunities (9) and the proclivity for risky projects (8) were used most often to measure risk‐taking in NPOs.…”

Section: Resultsmentioning

confidence: 99%

Systematic literature review on entrepreneurial orientation in nonprofit organizations – Far more than business‐like behavior

Stock

Erpf

2022

Journal of Philanthropy and Marketing

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While entrepreneurial orientation (EO) in nonprofit organizations (NPOs) is often considered as another business‐like behavior, the present systematic literature review changes this perspective by revealing that the construct refers to several specific third sector organizations' qualities and leverages financial and mission goals simultaneously. EO as a strategic posture of organizations is already well established in management and strategy literature whereas corresponding insights in NPOs are indeed expanded, but fragmented. To develop this research stream, a systematic literature review was conducted, that analyses the results of 76 studies about EO in NPOs. Besides describing current findings, this paper generates a comprehensive overview of applied constructs, drivers influencing EO, and goals promoted by this strategic posture. The context‐specific modification of the construct leads to the presumption that EO does not predominantly target business‐like initiatives, but holds a lot of potential meeting NPO's core challenges, such as the fulfillment of various stakeholders' expectations or diverse resources acquisition. The discussion elaborates to what extent EO serves as a viable alternative to highly discussed third sector developments of business approximation.

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“…Then the firm will tend to take offensive actions to improve its market position (Fjeldstad et al , 2004). In the coopetition network, the more important the position of the firm, the more power and capability it has, the more likely it will take the initiative to challenge competitors (Andrevski and Ferrier, 2019; Panda, 2019). Therefore, the structural hole and centrality are the most important network positions in coopetition network, which will influence the level of competitive aggressiveness of firms.…”

Section: Introductionmentioning

confidence: 99%

The synergistic effect of ego-network stability and whole network position: a perspective of transnational coopetition network

Guan

Wang

Sun

et al. 2021

JEIM

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PurposeThe authors selected global automobile manufacturing firms whose sales ranked within 100 in the five years from 2014 to 2018 in the Factiva database to examine how the characteristics of a firm's whole network and ego-network in a transnational coopetition network influence network performance.Design/methodology/approachThe authors analyzed the public news of the sample firms about the coopetition by structural content analysis to build the coopetition networks and access to data on the competitive actions of firms. Then, to measure the variables associated with the coopetition network, such as the structural hole, centrality and ego-network stability, the authors use UCINET 6 that is a widely used piece of software for social network analysis to establishing five undirected binary adjacency matrices.FindingsThe authors find that a firm's competitive aggressiveness mediates the relationship between a firm's whole network position and network performance that emphasizes the need for integrating competitive dynamics research and coopetition research and shows how valuable insights can be gained through such integration. And the interaction of structural hole and centrality impacts competitive aggressiveness and network performance, and the interaction is different under high and low ego-network stability. The integration of whole network and ego-network literature studies provides new insights into firm network literature.Practical implicationsIn the process of cooperation, firms should consider whether they can occupy the structural hole and center as important indicators for partner selection. Too stable relationship will prevent firms from obtaining new resources. Firms should weigh the period of cooperation according to specific situation.Originality/valueThese results indicate that ego-network stability, as an important complementary characteristic of coopetition network, has a significant synergistic effect with structural holes and centrality on competitive aggressiveness and network performance. And these findings expand the current literature on the relationship between characteristics of network, competitive aggressiveness and network performance.

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Competitive dynamics in not-for-profit organizations: evidence from India

Cited by 11 publications

References 60 publications

Impact of organizational culture on strategic planning

Impact of organizational culture on strategic planning

Systematic literature review on entrepreneurial orientation in nonprofit organizations – Far more than business‐like behavior

The synergistic effect of ego-network stability and whole network position: a perspective of transnational coopetition network

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