What Impact? A Framework for Measuring the Scale and Scope of Social Performance

Ebrahim, Alnoor; Rangan, V. Kasturi

doi:10.1525/cmr.2014.56.3.118

Cited by 365 publications

(405 citation statements)

References 2 publications

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“…Many organizations place high hopes on partnerships to solve some of the problems they face due to market, civic, and governance failures (Kolk et al 2008) or in support of extending their strategies into new areas. There exists the danger of taking credit for results that the partners cannot achieve (Ebrahim and Rangan 2013). In general, the pressure on organizations to measure performance and establish ''what works'' also in more complex areas like social programs, has increased (Epstein and Klerman 2013;Khagram and Thomas 2010;White 2009).…”

Section: Organizational Pressurementioning

confidence: 99%

Enhancing the Impact of Cross-Sector Partnerships

et al. 2015

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This paper addresses the topic of this special symposium issue: how to enhance the impact of crosssector partnerships. The paper takes stock of two related discussions: the discourse in cross-sector partnership research on how to assess impact and the discourse in impact assessment research on how to deal with more complex organizations and projects. We argue that there is growing need and recognition for cross-fertilization between the two areas. Cross-sector partnerships are reaching a paradigmatic status in society, but both research and practice need more thorough evidence of their impacts and of the conditions under which these impacts can be enhanced. This paper develops a framework that should enable a constructive interchange between the two research areas, while also framing existing research into more precise categories that can lead to knowledge accumulation.

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Section: Organizational Pressurementioning

confidence: 99%

Enhancing the Impact of Cross-Sector Partnerships

et al. 2015

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“…Work on developing methods for the measurement, management and reporting of performance in the not-for-profit sector has instead largely been undertaken by practitioners, most notably by Social Value International, New Philanthropy Capital, and the National Council for Voluntary Organizations. Yet, NFPs are increasingly being held accountable for their operations and results, and expected to improve and be able to demonstrate their efficiency and effectiveness in using donor resources (Ebrahim and Rangan, 2014).…”

Section: Performance Measurement In Not-for-profit Organizationsmentioning

confidence: 99%

How performance measurement influences stakeholders in not-for-profit organizations

Beer

Micheli

2017

IJOPM

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Purpose: This paper examines the influences of performance measurement (PM) on not-forprofit organizations' stakeholders by studying how PM practices interact with understandings of legitimate performance goals. This study invokes institutional logics theory to explain interactions between PM and stakeholders.Design/methodology/approach: An in-depth case study is conducted in a large not-for-profit organization in the United Kingdom. Managers, employees, and external partners are interviewed and observed, and performance-related documents analyzed.Findings: Both stakeholders and PM practices are found to have dominant institutional logics that portray certain goals as legitimate. PM practices can reinforce, reconcile or inhibit stakeholders' understandings and propensity to act towards goals, depending on the extent to which practices share the dominant logic of the stakeholders they interact with. Research implications/limitations:A theoretical framework is proposed for how PM practices firstly interact with stakeholders at a cognitive level and secondly influence action. This research is based on a single case study, which limits generalizability of findings; however, results may be transferable to other environments where PM is aimed at balancing competing stakeholder objectives and organizational priorities.

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“…Fishel (2003) posited that the measurement has to consider the formation of the organization enables to achieve social, cultural, welfare or religious objectives. In general, the performance measurement of any organization in the social sector should be driven by its mission and goals (Ebrahim & Rangan, 2014). Based on the argument, it can be said that performance measurement is very close and directly related to the objectives of an organization.…”

Section: Performance Measurement Of Waqf Institutionsmentioning

confidence: 99%

Modelling Maqasid Waqf Performance Measures in Waqf Institutions

Roshayani¹,

Norzaihan²,

Sharina³

et al. 2018

GJAT

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Waqf is viewed as one of the potential mechanisms to stimulate the economic and social development of the society. However, despite the great contributions from waqf, the potential and benefits of waqf have not been fully capitalised. Acknowledging such issue, there is a need for the institutions responsible to manage waqf assets to enhance their performance in fulfilling their accountability towards relevant stakeholders, consistent with maqasid waqf perspective. Therefore, the aim of this study is to explore the indicators of performance measurement for waqf institutions based on the non-profit organization, given some similarity to non-profit organizations, and maqasid waqf perspectives. To achieve the research objective, this study will conduct two stages of data collection and analysis: reviews of the literature and semi-structured interview with waqf managers and Islamic scholar. The outcome of the study will be in the form of a proposed performance measurement model, in line with maqasid waqf that can be adapted by waqf institutions in assessing their performance as well as discharging their accountability and enhancing the value creation of waqf assets for the Ummah.

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What Impact? A Framework for Measuring the Scale and Scope of Social Performance

Cited by 365 publications

References 2 publications

Enhancing the Impact of Cross-Sector Partnerships

Enhancing the Impact of Cross-Sector Partnerships

How performance measurement influences stakeholders in not-for-profit organizations

Modelling Maqasid Waqf Performance Measures in Waqf Institutions

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