Nonprofit Strategic Management Revisited

Abstract

This article presents a review and analysis of empirically based research on strategic management in nonprofit organizations appearing in peer-reviewed journals between 1998 and 2015, and compares these findings with an earlier, similar study to determine how nonprofit use of strategic management has evolved over time. Findings suggest that determinants of strategic management have evolved beyond funder requirements to include environmental pressures to increase organizational efficiency and effectiveness, professionalize staff capacities, and respond to changing customer requirements. Nonprofits continue to use strategic management in response, and have recently adopted a wide range of for-profit strategies and practices in both strategy content and strategy performance areas. Strategic management offers both risks and rewards for nonprofits, but requires significant time, resources, and human capital that not all nonprofits readily possess.RÉSUMÉCet article présente l’évaluation et l’analyse de recherches empirique—parues entre 1998 et 2015 dans des revues évaluées par les pairs—sur la gestion stratégique d’organismes à but non lucratif. Il compare ces données avec uneétude antérieure similaire afin de déterminer comment la gestion stratégique par les organismes à but non lucratif a évolué. Les résultats suggèrent que les déterminants de la gestion stratégique ont progressé au-delà des besoins des subventionneurs, tenant compte aujourd’hui des pressions environnementales pour accroître l’efficience et l’efficacité organisationnelles, professionnaliser le personnel et répondre aux besoins changeants de la clientèle. Dans ces circonstances, les organismes à but non lucratif continuent de recourir à la gestion stratégique et ont récemment adopté un vaste éventail de stratégies et pratiques à but lucratif dans les domaines du contenu et de la performance stratégiques. La gestion stratégique, tout en posant certains risques, offre incontestablement des récompenses aux organismes à but non lucratif, mais elle requiert un temps, des ressources et une main d’oeuvre que les organismes à but non lucratif ne possèdent pas forcément.

Nonprofit capacity and social performance: mapping the field and future directions

“…Conversely, nonprofits providing social services and solving social issues are in a vulnerable position in terms of sustainability due to their reliance on stakeholders, including donors, funders, and government agencies. They have to compete to get funds or government contracts by achieving high social performance (Hackler and Saxton 2007 ; Miller 2018 ). Social performance is an achievement in creating desired social value and target social mission.…”

Strategy and Human Resources Management in Non-Profit Organizations: Its Interaction with Open Innovation

“…Based on the literature review, and supported by the work of [39,40,[45][46][47]51,52], we propose the following hypothesis: Hypothesis 1 (H1). Strategy (STR) has a direct and positive influence on the governance (GOV) of the Holy Houses of Mercy.…”

Stratejik Yönetim ve Sosyal Hizmet Örgütleri Açısından Önemi

“…2000'lerin başındaki ve 2008'deki ekonomik krizler, teknolojik ve dijital yeteneklerde devrim niteliğinde ilerlemeler ve demografik, sosyal ve ekonomik ilişkilerdeki evrimsel değişiklikler, hükümetlerin kâr amacı gütmeyen kuruluşlara verdikleri hibe ve katkıları giderek azaltmıştır (Alexander, 2000;Papadimitriou, 2007;akt: Miller, 2018 (Miller, 2018).…”

“…Bu örgütler, dış ortamlarına büyük ölçüde bağımlıdır ve finansal kaynakların etkilerine karşı savunmasızdır. Çeşitli alanlarda yaşanan hızlı değişim, krizler ve yükselen paydaş baskıları (Bryson, 2011;Froelich, 1999;akt: Miller, 2018), kâr amacı gütmeyen kuruluşların bu değişiklikleri ele almak için kullandığı ortak bir yaklaşım ve bunun sonucunda ortaya çıkan kurumsal gereksinimler stratejik yönetimi zorunlu kılmıştır (Miller, 2018). (Özer, 2015).…”