Constructing Non-profit Identity in the Midst of Stakeholder Complexity

Johansen, Trine Susanne; Nielsen, Anne Ellerup

doi:10.1080/00208825.2016.1140518

Cited by 10 publications

(9 citation statements)

References 34 publications

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“…Since the 1990s, relations between NGOs and firms began to shift, giving way to novel partnerships that, in many cases, have shaped the organizational behavior and identity of both sectors [34,35]. Early forms of interaction between NGOs and businesses were mostly confrontational or based on corporate sponsorship of NGO projects, but eventually new forms of relationships emerged based on a range of collaborative strategies and tactics [36].…”

Section: Likelihood Of Ngo-business Engagement As a Function Of Ngo Tmentioning

confidence: 99%

The Effects of Organizational Traits on NGO–Business Engagement in Mexico

Aigner

Pesqueira

2020

Sustainability

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This paper explores the organizational traits that increase the likelihood of non-governmental organizations (NGOs) to engage with businesses in order to enhance their mutual economic, environmental and social goals, consistent with UN Sustainable Development Goal (SDG) 17, Targets 17.16 and 17.17. The research is based on a survey of 364 randomly selected environmental and social NGOs in Mexico. A probit model is used to analyze the data and generate insights whereby an NGO’s proclivity to engage with the private sector is associated with a number of fundamental organizational characteristics that make them distinct from other NGOs active in their field. The main findings show that likelihood of NGO engagement with firms is correlated with making corporate donations deductible for businesses, NGO size and scope, activities and level of professionalization, sustaining broader stakeholder relations, and showing transparency about the mission and goals of the NGO. The paper includes an analysis of the determinants of specific forms of engagement and discusses some implications for NGO–business engagement and its support of the SDG targets.

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Section: Likelihood Of Ngo-business Engagement As a Function Of Ngo Tmentioning

confidence: 99%

The Effects of Organizational Traits on NGO–Business Engagement in Mexico

Aigner

Pesqueira

2020

Sustainability

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“…Third, the social innovation aspirations of prosocial P2P lending platforms are both enabled and constrained by intermediaries (cf. Burtch et al, 2014;Coates & Saloner, 2009;Johansen & Nielsen, 2016;Sandeep & Ravishankar, 2018). Rang De's experience indicates that whilst they can reach lenders through their online efforts, the only way to reach those living in conditions of extreme poverty is via local charities and social enterprises that work with poor communities in rural areas.…”

Section: Theoretical Contributionsmentioning

confidence: 99%

“…These platforms aim to use the Internet as a catalyst for achieving the United Nations' grand sustainable development goal (SDG 1) of ending poverty (Carr, Dickinson, McKinnon, & Chávez, 2016;McKinnon, Dickinson, Carr, & Chávez, 2013). The lending platform Kiva is probably the most famous example in this context (see Berns, Figueroa-Armijos, da Motta Veiga, & Dunne, 2020;Burtch, Ghose, & Wattal, 2014;Johansen & Nielsen, 2016). Prosocial P2P lending platforms identify prospective borrowers from low-income households, build an online profile for them and make it possible to lend them money through a digital transaction on the Internet (Carr et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

Social innovations and the fight against poverty: An analysis of India's first prosocial P2P lending platform

Ravishankar

2021

Information Systems Journal

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Prosocial P2P lending platforms are a novel and powerful example of a digital social innovation (DSI) in which the operating model relies primarily on digital technologies and the overarching focus is on the "social" aspect of the innovation. These platforms establish a virtual connection between low-income individuals and lenders, helping the former access loans at low rates of interest. In realising their mission of fighting poverty, prosocial P2P lending platforms maintain a challenging hybridonline and offlinefocus. This paper explores how prosocial P2P lending platforms enact their hybrid orientation. It draws on an inductive qualitative study of Rang De, India's first prosocial P2P lending platform. The analysis highlights five clusters of actions: digital attention-building, digital credibility-building, digital empathy-building, intermediary relationship-building, and borrower relationship-building. The paper argues that significant strengths on the online side help establish a sustainable business model. A willingness and commitment to maintain a high degree of engagement with the complex offline world of low-income borrowers helps develop the model as an impactful social innovation.

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“…Parallel to this, scholars have discussed how greater efficiency or transparency can be demonstrated, singular 'truthful' accounts that satisfy all reporting (Cordery & Sim, 2017;Dhanani & Connolly, 2015;Hyndman & McConville, 2018). Contemporary stakeholder research argues the impossibility of singular or efficient accountabilities in the face of multi-stakeholder complexity (Johansen & Nielsen, 2016;Mitchell, Weaver, Agle, Bailey, & Carlson, 2016) and dominant stakeholder demands (Bridoux & Vishwanathan, 2018). Such complexity can be seen in the increasing diversity of support sources, beneficiaries and thus blended business models of non-profit organisations (NPOs) over a number of decades.…”

Section: Introductionmentioning

confidence: 99%

Non‐profit theatre managers as multi‐stakeholder managers: The plate‐spinning of accountability

FitzGibbon¹

2021

Financ Acc Manag

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This exploratory study identifies that more can be understood about how accountability operates within an increasingly complex non-profit environment by applying stakeholder theory to managers and their decision-making in non-profit theatre organisations (NPTOs). On the surface, this may appear to be ground already covered. Previous research has explored the challenges of achieving more holistic accountability in the face of dominant stakeholders. Approaches have been proposed to increase efficiency, effectiveness and transparency. Less is known about how individual managers respond to competing accountabilities in decision-making and what factors influence their attention to stakeholder interests. NPTOs operate in both the non-profit and cultural industries sectors and, as such, are an interesting site to investigate accountability complexity in managerial decision-making. However, NPTOs (and arts organisations generally) feature little in non-profit and social accountability research. Particular features of NPTOs amplify the challenges of a multi-stakeholder environment in discharging accountability. These include artistic mission beyond production/distribution; blended business models; policy-driven leadership rhetoric; the prevalence of interorganisational collaboration; and a significantly freelance workforce. This study argues that NPTOs are the vanguard of changes in contemporary non-profit management and their study offers new insights to problems associated withThis is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

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Constructing Non-profit Identity in the Midst of Stakeholder Complexity

Cited by 10 publications

References 34 publications

The Effects of Organizational Traits on NGO–Business Engagement in Mexico

The Effects of Organizational Traits on NGO–Business Engagement in Mexico

Social innovations and the fight against poverty: An analysis of India's first prosocial P2P lending platform

Non‐profit theatre managers as multi‐stakeholder managers: The plate‐spinning of accountability

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