Exploring business models of nonprofit organizations

Abstract

Business models are usually used to describe how business entities sustain their competitive advantage, offer their customers better value and create good cooperation with their partners. While the literature is rich with best practice examples among for-profit business entities, nonprofit organizations (NPOs) are rarely observed and compared through the business model concept. Nonprofit organizations are mostly viewed as mission-driven organizations, which is why the business side is often rather neglected. The success of nonprofit organizations is usually measured by their impact in the community, which makes their activities dynamic and very much dependable on their business ecosystem. The goal of this paper is to identify specific characteristics of business models in the nonprofit sector, to evaluate how well nonprofit organizations communicate their value proposition to their customers, what distinguishes them from other nonprofits and what they are doing to develop a successful and sustainable organization. The empirical study covers 10 Croatian nonprofit organizations. The business model canvas is used to describe and compare their business models. The findings represent a good basis for understanding the performance of nonprofit organizations, and can serve as a framework for specific policies and programs aimed at development of nonprofit organizations.

construction of China-ASEAN Zhuang and Thai language culture converged community in the context of the belt and road initiative

“…Literature Study: This involves searching existing literature to understand the historical, cultural, linguistic, and contextual context of the Belt and Road initiative before beginning field research. This helps in formulating appropriate research questions (Perić et al, 2020). Field Research: This may include interviews, surveys, and direct observations in relevant Zhuang and Thai communities.…”

Integrating Workplace Learning Concept in the Ministry of Trade Officials Competency Development: A Business Canvas Model of Trade Negotiator Training

“…Furthermore, it not only elucidates the individual building blocks but also provides guidance on how to utilize the canvas effectively, such as converting business strategies into customerfocused operational procedures, a valuable resource for aspiring entrepreneurs in their early stages (Osterwalder & Pigneur, 2010). In practice, Business Model Canvas is also used by non profit organization to maximizing their quality of services (Mutiara & Nurcahyo, n.d.;Perić et al, 2020;Sanderse et al, 2020) During the process of concept mapping, great care was taken to ensure consistency, clarity, and alignment between the identified concepts and the corresponding sections of the Business Model Canvas. This required taking into account the strategic objectives of the Ministry of Trade, the specific needs and challenges encountered by ASN in trade negotiation roles, and the potential impact of integrating workplace learning approaches into the existing competency development programs.…”

El modelo de negocios de la música de cámara, sinfónica y el canto lírico en Bogotá

“…Adicionalmente, un modelo de negocios según Baden-Fuller y Mangematin (2013), es entendido como una estructura en la que se evidencia la relación de causa-efecto entre las diferentes dinámicas internas y externas de la organización y, los recursos necesarios para su sostenibilidad. La anterior definición, nos permite evidenciar cómo funcionan las organizaciones, de donde provienen los recursos, cómo estos se mueven y, cuáles son sus actividades principales y secundarias (Perić et al, 2020;Velter et al, 2020;Wirtz et al, 2016).…”

“…Por consiguiente, es importante aclarar que más que un modelo financiero (el modelo de negocios) es una unidad de análisis y herramienta conceptual, que representa la arquitectura simplificada de la organización y, que asimismo evidencia una mirada lógica proporcionando datos e información (Schaltegger et al, 2016;Spieth et al, 2019;Teece, 2010Teece, , 2018Timmers, 1998;van Andel, 2020;Yunus et al, 2010;Zott et al, 2011). Por consiguiente, este permite guiar la toma de decisiones y las acciones para la implementación de la estrategia con el fin de acercarse al cumplimiento de sus objetivos (Perić et al, 2020;Richardson, 2008;Titisari et al, 2022;Wirtz et al, 2016).…”

“…A partir de lo anterior, se resalta que uno de los principales objetivos de estas organizaciones es causar impactos positivos desde múltiples frentes, por lo que el enfoque tradicional en donde únicamente los propietarios y accionistas (shareholders) reciben beneficios de la organización, debe ser cambiado por la perspectiva de la teoría de las partes interesadas (stakeholders) (Fanelli et al, 2020;Finley & Sathe, 2022;Ko & Liu, 2021;McDonald et al, 2021;Perić et al, 2020;Santos et al, 2015;Spieth et al, 2019;Velter et al, 2020;Yunus et al, 2010). La teoría de las partes interesadas aborda la interacción causa-efecto entre la organización con diferentes grupos de personas y/u organizaciones, las cuales tienen un potencial beneficio o perdida a partir de las experiencias o potenciales experiencias del resultado de las acciones o no acciones de la organización (Donaldson & Preston, 1995).…”