The development of strategic management in the non‐profit context: Intellectual capital in social service non‐profit organizations

Abstract

Very little systematic research has examined the applicability of strategic management concepts including SWOT (strengths, weaknesses, opportunities and threats) analysis, industrial organization, resource-based view and core competency, knowledge-based view, Balanced Scorecard and intellectual capital (IC) through the lens of strategic management development in the non-profit context. This paper aims to examine the above concepts in the light of the unique non-profit environment and determine which one is most applicable to social service non-profit organizations (SSNPOs) in the knowledge economy. Based on a review of the development of strategic management with a focus on the above concepts within the non-profit context, this paper argues that the IC concept is more effective compared with the other concepts in the social service non-profit sector. The paper is considered as a starting point and serves as a milestone in applying IC as a strategic management conceptual framework in the social service non-profit sector. It helps to build a nascent body of literature suggesting that IC can be used as a competent strategic management conceptual framework in the social service non-profit sector. A better understanding of the strategic management development in the non-profit context also helps non-profit leaders to appreciate that IC is the most appropriate strategic management concept in SSNPOs. The increased awareness of the IC concept in SSNPOs, as a result of this paper, will probably generate further research from both academic scholars and non-profit practitioners.

Managers’ perceptions of intellectual capital: An empirical study in the Tunisian context

“…In addition, several researchers and professionals show that intellectual capital assets become the main source of value creation by firms in the new economy based on knowledge (Bontis et al, 1999;Lacroix & Zambon, 2002;Chen et al, 2005;Kong, 2008;Haji & Ghazali, 2012). Several research studies affirm the importance and contribution of intellectual capital to business success (Edvinsson & Sullivan, 1996;Prokopeak, 2008).…”

Gestão do Capital Intelectual pelo Método de Importância e Desempenho no Instituto Federal do Paraná

“…Não obstante a isso, esse instituto representa o conhecimento coletivo que está incorporado no pessoal, em rotinas organizacionais e em relações de rede de uma organização (Stewart, 1997;Kong, 2008). Em outras palavras, ele abrange três componentes inter-relacionados: (a) o capital humano; (b) o capital relacional; e (c) o capital estrutural (Bontis, 1998;Dzinkowski, 2000;Stewart, 1997).…”

A Preliminary Analysis of Learning Processes for Innovation in Member-Serving Nonprofit Organizations: The Role of Governance Structure and its Elements – Shared Knowledge, Decision Making and Benefit Sharing

“…Key words expressed by respondents as to what they felt shared knowledge was included: 'information', 'communication', 'dispensing' and 'power'. Knowledge can be utilized simultaneously by many users in different locations at the same time (Kong, 2008). It is the utilization of knowledge that makes innovation possible in organizations.…”