The purpose of this paper is to investigate the effects of introducing business tools into nonprofit organizations (NPOs). Exploring the case of an NPO trying to embrace the…
Abstract
Purpose
The purpose of this paper is to investigate the effects of introducing business tools into nonprofit organizations (NPOs). Exploring the case of an NPO trying to embrace the social enterprise model, this study aims to contribute to a better understanding of the managerialization process affecting third sector organizations.
Design/methodology/approach
Relying on an in-depth ethnographic immersion conducted at a Brazilian NPO, this paper adopts a performativity lens to analyze the appropriation process of a traditional business tool, the Individual Development Plan (IDP), at the organization.
Findings
The story of the IDP’s appropriation reveals how business tools act as market devices to actualize economic behaviors and representations among NPOs’ beneficiaries. Reinforcing the control of managers upon their constituencies, business tools can thus create an unequal balance of power within NPOs.
Practical implications
Admittedly, this paper relies on one single case study, which imposes strong limitations to generalize empirical findings. Nonetheless, this analysis calls for more caution in the promotion of business tools for the development of social entrepreneurship in third sector organizations.
Originality/value
Rather than debating the accuracy and efficiency of business tools in NPOs, this paper adopts a performative approach to understand how artifacts change the nature of relationships between managers and beneficiaries within social ventures. Rejecting a normative stance, this paper proposes a micro-level analysis of managerialization, focusing on an organization from an emerging country, Brazil, which is rarely at the core of social entrepreneurship studies.
Details
Keywords
Hassane Alami, Pascale Lehoux, Jean-Louis Denis, Aude Motulsky, Cecile Petitgand, Mathilde Savoldelli, Ronan Rouquet, Marie-Pierre Gagnon, Denis Roy and Jean-Paul Fortin
Artificial intelligence (AI) raises many expectations regarding its ability to profoundly transform health care delivery. There is an abundant literature on the technical…
Abstract
Purpose
Artificial intelligence (AI) raises many expectations regarding its ability to profoundly transform health care delivery. There is an abundant literature on the technical performance of AI applications in many clinical fields (e.g. radiology, ophthalmology). This article aims to bring forward the importance of studying organizational readiness to integrate AI into health care delivery.
Design/methodology/approach
The reflection is based on our experience in digital health technologies, diffusion of innovations and healthcare organizations and systems. It provides insights into why and how organizational readiness should be carefully considered.
Findings
As an important step to ensure successful integration of AI and avoid unnecessary investments and costly failures, better consideration should be given to: (1) Needs and added-value assessment; (2) Workplace readiness: stakeholder acceptance and engagement; (3) Technology-organization alignment assessment and (4) Business plan: financing and investments. In summary, decision-makers and technology promoters should better address the complexity of AI and understand the systemic challenges raised by its implementation in healthcare organizations and systems.
Originality/value
Few studies have focused on the organizational issues raised by the integration of AI into clinical routine. The current context is marked by a perplexing gap between the willingness of decision-makers and technology promoters to capitalize on AI applications to improve health care delivery and the reality on the ground, where it is difficult to initiate the changes needed to realize their full benefits while avoiding their negative impacts.