Strategic choices and change in non-profit organizations

Abstract

᭹More than ever, non-profit organizations are embracing strategy in order to navigate the rapid change in their operating environment. This study draws on the Miles and Snow generic strategies (prospector, analyser, defender and reactor) to examine: (a) current and previous strategic choices of non-profit organizations and (b) the role of government funding in the change (if any) from one strategic type to another. ᭹The study finds that while there were movements from and towards the four strategic types, analyser is the most common strategy among non-profit organizations followed by prospector. Non-profit organizations appear to be considering many factors including government funding, internal environment and prior strategy in order to determine their current strategy. However, government funding was not the primary factor in the strategic change in non-profit organizations.

Dimensions of Capacity in Nonprofit Human Service Organizations

“…Nonprofits are particularly sensitive to the social context because of resource and socio-political factors. Stakeholder relationships are instrumental to managing these nonfinancial systems (Akingbola 2006). Managing and developing relationships create social capital (King 2004;Putnam 2000).…”

Strategic management: the case of NGOs in Palestine

“…Indeed they have gradually provided a useful cookbook for many NGOs from which to choose and implement any of the proper techniques to suit their own purposes and to help in achieving their goals. It can be concluded that more than ever NGOs are embracing strategy in order to rapidly change within their operating environment (Akingbola, 2006). Wright et al (1994) emphasize that strategic management plays a vital role in enhancing organizational effectiveness in all types of organizations, large or small, international or domestic, diversified or single product, and profit or non-profit.…”

“…Gil-Estallo et al (2006) assert that NGOs have a mission, strategy, and goals different from those organizations looking for profits. While Akingbola (2006) emphasizes that more than ever NGOs are embracing strategy in response to the rapid change in their operating environment.…”

Assessing Theory and Practice in Competitive Strategy: Challenges and Future Directions

“…Even successful changes may not be short-lived when competitors are able to mimic the shift (Wernerfelt & Karnani, 1987). Further, a potentially successful strategic change must endure efforts to return to the former strategy when those whose careers may suffer because of the change resist executing the strategy (Akingbola, 2006;Gaertner, 1989). Strategic change can challenge the assumptions of all organizational members and may be difficult to implement even with employee support (Boyett & Currie, 2004).…”