Management 001 – Maier, Meyer and Steinbereithner 2014
What is it about? (Aim/objectives)
Reviewing 599 sources to map research
Where is it from? (Context/location)
Sources from all over the world
Who are involve? (Research participants)
What is it about? (Aim/objectives)
Where is it from? (Context/location)
Who are involve? (Research participants)
Mapping of research
What are the readings and main concepts?
Types of organisations relative to business models:
What are the readings and main concepts?
check my referencecamps clinicshttps://www.aarajura.co.uk/about-the-proprietorswallet phone caseelf barsphone cases near mepayment options –
- The Business-like Organization – NPO has a corporate governance structure (corporate model); Market-oriented (paid services); Commodification (sell activities and outputs); Entrepreneurship (commercial – activities, orientation and behaviour); Professionalisation
(skilled staff and specialised services for a specific sector – e.g. health or education and professional management); philanthropy/giving but monitor results and being accountable). - Business-like Goals – generate income from goods and services; having legal status (non-profit to for-profit) and driven by monetary concerns.
- Business-like Rhetoric – focus on marketing of business in narrative (storyline) and visual communication (branding).
(skilled staff and specialised services for a specific sector – e.g. health or education and professional management); philanthropy/giving but monitor results and being accountable).
The Business-like Organization
Business-like Goals
Business-like Rhetoric
What are the main findings? (Results)
What are the main findings? (Results)
Why NPOs become more business-like (causes):
- External – ideology of business; civic, economic and political conditions; desire and motivation; social movement influences (e.g. Fair Trade)
- ‘Internal – ideology; field of activity; private or public sector; member/public orientation; values.
- Organization-environment linking – response to environment; strategic reasons; being dependent on resources from others.
Structures and processes
Structures and processes
- It has become a global and local trend for NPOs ‘to do business’; collaborate with diverse (different) stakeholders (e.g. becoming social enterprises); becoming more independent and sustainable.
- Effects
- Market or entrepreneurial orientation; securing resources – retain qualified staff and manage risk of revenue streams.
- Provide services, but take care that business-like approached do not compromise community-building, advocacy and needed services.
- Power, knowledge and risks.
- Legitimacy being increased and improve sustainability.
- Market or entrepreneurial orientation; securing resources – retain qualified staff and manage risk of revenue streams.
- Provide services, but take care that business-like approached do not compromise community-building, advocacy and needed services.
- Power, knowledge and risks.
- Legitimacy being increased and improve sustainability.
- Market or entrepreneurial orientation; securing resources – retain qualified staff and manage risk of revenue streams.
- Provide services, but take care that business-like approached do not compromise community-building, advocacy and needed services.
- Power, knowledge and risks.
- Legitimacy being increased and improve sustainability.
What are the main lessons? (Discussion/Reflections/Learnings)
Is it useful? (Chat room, knowledge sharing)
DOWNLOAD ARTICLE HERE
May 6, 2020
CATEGORY: MANAGEMENT, RESEARCH
No Comments
