Same same but different: managerial influences on organisational performance in foundations and associations

Schnurbein, Georg von

doi:10.1007/s11573-013-0697-x

Cited by 7 publications

(4 citation statements)

References 44 publications

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“…One of the main arguments in favor of the positive effects of managerialism is the opportunity it offers for more effective and efficient use of resources (von Schnurbein, 2014) by helping NPOs to improve their programs and services. By achieving more objectives with fewer resources, they enhance their financial performance (Shirinashihama, 2018) with greater cost‐efficiency (Ni, Chen, Ding, & Wu, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Others find that applying for‐profit practices, such as more pronounced market orientation, has a positive effect on organizational performance (Guo, 2006; Modi & Mishra, 2010). Whereas managerialism is an opportunity to use resources more effectively and efficiently, on the one hand, it also risks losing sight of the organization's mission by applying business practices too resolutely on the other (von Schnurbein, 2014).…”

Section: Introductionmentioning

confidence: 99%

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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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Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Institutional isomorphism and nonprofit managerialism: For better or worse?

Hersberger-Langloh

Stühlinger

Schnurbein

2020

Nonprofit Mgmnt & Ldrshp

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“…On the contrary, those who share a charity-like model approach say that business methodologies do nothing but increase bureaucratization, with the risk of obscuring the distinctive mission of foundations (Sanders, McClellan, 2014;von Schnurbein, 2014) and thus jeopardizing their social origins, ethics, and goals (Bish, Becker, 2015).…”

Section: Charity-like Modelmentioning

confidence: 99%

Strong planners versus weak planners: An analysis of nonprofit organizations

Boesso¹,

Cerbioni²,

Ghitti³

2022

Management Control

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Previous academic research found that two broad approaches characterize non-profit foundations when setting objectives. In the first approach, the business-like model, nonprofit foundations are inspired by for-profit organizations, and they adopt methodologies, tools, and practices typical of business management to better respond to social issues connected to their local dimensions. The second approach, the charity-like model, conversely argues that hybridization toward the market risks undermining the peculiarities of the nonprofit sector, thereby emphasizing the need of nonprofit foundations to be guided by the solidarity of interests that resides in the natural interdependencies of various members of society. To date, no study has fo-cused on the role of nonprofit foundation employees to understand the impact of a business-like approach on employee professionalism and job performance. Using responses from 277 employees of nonprofit foundations, this study investigates whether increased participation in planning and control tools increases employees' perceptions of the effectiveness of the grant process. The results show that a busi-ness-like approach to planning, if well-balanced and considered, can contribute to greater employee professionalism and lead to improved information clarity and project innovation.

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“…We used the variables describing each NPO in the pre-intervention period (i.e., region of registration); the year when an NPO was established; whether the NPO received funding during the program's period 2004-06; the size of assets in 2007, and the size of revenues in 2007. Researchers usually also use legal form as one variable characterizing an organization [52]. In our case, we use only one type of legal form, thus the PBCs have similar (if not the same) managerial structures across the whole sample based on the requirement of the law.…”

Section: Propensity Score Matchingmentioning

confidence: 99%

The Effects of External Financial Support on the Capacities of Educational Nonprofit Organizations

Potluka

Švecová

2019

Sustainability

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Official development assistance provides an immense flow of financial funding to educational nonprofit organizations (NPOs). This source of funding faces criticism because of the unintended indirect effects it has in lowering the relative level of local NPOs’ capacities. Our contribution addresses NPOs’ financial capacities in an OECD country that receives a vast inflow of EU funding; namely the Czech Republic. To answer the research question on what impact the external financial assistance has on capacities in NPOs, we applied propensity score matching to a sample consisting of 633 educational NPOs covering the years 2006–2013. EU-funded NPOs report higher levels of real revenues, but not real assets, than non-funded NPOs. The EU funding helps in the short-term to improve NPOs’ budgets, but not to increase assets.

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Same same but different: managerial influences on organisational performance in foundations and associations

Cited by 7 publications

References 44 publications

Institutional isomorphism and nonprofit managerialism: For better or worse?

Institutional isomorphism and nonprofit managerialism: For better or worse?

Strong planners versus weak planners: An analysis of nonprofit organizations

The Effects of External Financial Support on the Capacities of Educational Nonprofit Organizations

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