Search results

1 – 10 of 11
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Article
Publication date: 1 June 1997

Pierre Barthon and Brian Jepsen

There has been a steady increase in the amount of research and theorising in the area of interorganisational research, especially with regard to buyer‐seller arrangements in…

235

Abstract

There has been a steady increase in the amount of research and theorising in the area of interorganisational research, especially with regard to buyer‐seller arrangements in marketing channels (Andersen and Narus 1990, Bergen et.al., 1992, Boyle et.al., 1992). Alternative interorganisational governance models, such as joint ventures, strategic alliances, and sole‐sourcing are the reality of modern business management (Borys and Jemison 1989, Buckley and Casson 1988), and so interfirm governance has become a strategic management issue. The much‐cited work of Porter (1985, 1991) has focused on the optimal linkage of interfirm activities, and regards the planning and governance of interfirm relations as an important competitive strategic issue, a point reiterated by Heide (1994). The issue of channel relationships has been one of concern for both practitioners and academics, and theories such as those of transaction cost analysis (TCA), agency theory, and relational norms have on the one hand shed much light on the problems, and on the other provided a fruitful backdrop to much empirical research. Less attention has been given to the effects of time on these notions, both in the literature and in empirical research. In this article we provide an overview of the theories, and attempt an integration. The purpose of this article is to focus on transaction cost economics (TCE) and relational exchange theory to provide an overview of the areas of interorganisational research where relationships play a role. A number of areas where the theories diverge and converge are outlined. More importantly, we endeavour to bring the effects of time into consideration, and to develop propositions for further research.

Details

Management Research News, vol. 20 no. 6
Type: Research Article
ISSN: 0140-9174

Access Restricted. View access options
Article
Publication date: 2 January 2009

Daniel Stid and Jeffrey Bradach

Whereas the strength of most for‐profit enterprises is their management practice, a Bridgespan survey showed that non‐profits are best in visionary leadership, but often

5484

Abstract

Purpose

Whereas the strength of most for‐profit enterprises is their management practice, a Bridgespan survey showed that non‐profits are best in visionary leadership, but often significantly under‐managed. This paper aims to describe how a few charismatic leaders recognize the crucial importance of improving their management capabilities so the organization will deliver great results over time.

Design/methodology/approach

Examples of five leading non‐profits are presented to show how management strengths can be added.

Findings

Key points learned by successful non‐profits are: understand the tension between leadership and management; get strategic clarity to make it easier to see how to achieve the desired impact by setting priorities, establishing performance measures, and making tradeoffs; anchor strategic clarity in a few key metrics, to keep everyone focused; build and align the team; and actively manage the change process.

Practical implications

Implementing this agenda in the context of nonprofit leadership is difficult. A framework is offered that illustrates the shift that many non‐profits need to work through in order to become a high performing organization.

Originality/value

When asked, non‐profit leaders profess that visionary leadership (with a compelling case for a cause) drives fundraising and recruitment of volunteers. But their management to deliver long‐term results is not as strong. Organizations must find a balance, with the goal of becoming both strongly led and strongly managed.

Details

Strategy & Leadership, vol. 37 no. 1
Type: Research Article
ISSN: 1087-8572

Keywords

Access Restricted. View access options
Article
Publication date: 19 June 2009

The purpose of this article is to study the role of “non‐profit” organizations. Examples of five leading non‐profits are presented to show how management strengths can be added.

1343

Abstract

Purpose

The purpose of this article is to study the role of “non‐profit” organizations. Examples of five leading non‐profits are presented to show how management strengths can be added.

Design/methodology/approach

The paper looks at how “non‐profit” organizations acquire sufficient funding to carry out their important work and how best to spend the money available to them.

Findings

Identifying a problem of many such “non‐profit” organizations as being strongly led but under‐managed, the paper offers a framework to help them change direction and become high‐performers.

Originality/value

Once a “non‐profit” organization has achieved strategic clarity, homing in on a small number of key metrics can be a powerful way to keep everyone in the organization focused on both the fidelity and implementation of the ultimate outcomes.

Details

Strategic Direction, vol. 25 no. 8
Type: Research Article
ISSN: 0258-0543

Keywords

Access Restricted. View access options
Article
Publication date: 1 September 2008

Brenda Sternquist, Carol A. Finnegan and Zhengyi Chen

China’s economy is transforming at a brisk pace. A partially dismantled command economy and introduction of competition have fueled consumer demand for a greater selection of…

616

Abstract

China’s economy is transforming at a brisk pace. A partially dismantled command economy and introduction of competition have fueled consumer demand for a greater selection of innovative new products in the retail market. The challenge for retail buyers is to adjust their procurement processes to respond to consumer needs in an efficient and effective manner. This study examines factors influencing buyer‐supplier relationships in a transition economy. We present a model to explain the factors driving retail buyer dependence on suppliers. We find that retailer evaluation of supplier credibility mediates the relationship between retailer perceptions of a supplier ability to add value to its business and the ability to achieve its desired goals. In part, this is due to the supplier’s market orientation. Interestingly, guanxi ties have no impact on the retailer perceptions of the supplier credibility, but have a positive affect on retailer dependence on its supplier partners.

Details

Journal of Asia Business Studies, vol. 3 no. 1
Type: Research Article
ISSN: 1558-7894

Keywords

Available. Content available
Article
Publication date: 2 January 2009

Robert M. Randall

360

Abstract

Details

Strategy & Leadership, vol. 37 no. 1
Type: Research Article
ISSN: 1087-8572

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Don Haider

Bryan Preston, CEO of the Back Office Cooperative, leads several large human service providers through the process of building a shared-services platform to leverage scale and…

Abstract

Bryan Preston, CEO of the Back Office Cooperative, leads several large human service providers through the process of building a shared-services platform to leverage scale and efficiencies. This successful collaboration matches the business case for restructuring against the constraints of mission-driven enterprises.

The case seeks to demonstrate how collaboration, scalability, and leadership interact in a nonprofit organization to produce desirable outcomes from which other organizations, leaders, and resource providers might learn.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Access Restricted. View access options
Article
Publication date: 1 April 2005

Susan J. Colby and Abigail Rubin

To make resource‐related decisions in a way that maximizes an organization's effectiveness and promotes its mission, nonprofit leaders need to have a clear picture of the full

1463

Abstract

Purpose

To make resource‐related decisions in a way that maximizes an organization's effectiveness and promotes its mission, nonprofit leaders need to have a clear picture of the full costs of operating their programs and services.

Design/methodology/approach

The authors studied individual nonprofits and confirmed their findings by interviewing their executives.

Findings

While most nonprofits have a good understanding of the direct costs incurred by their programs, many don't account for indirect costs. Full cost data can provide invaluable input to decisions about how to allocate resources among programs, whether to expand into a new location, and what level of funding is required to sustain the organization's operations.

Research limitations/implications

Larger studies are needed to confirm whether nonprofit executives conclude that investing in more accurate cost accounting provides a substantial payoff.

Practical implications

Resource‐allocation decisions based on accurate cost data present nonprofit executives with their best opportunity to concentrate resources on activities that will effectively achieve their organizations’ goals.

Original/value

Corporate executives who volunteer to help nonprofits need to be aware that the financial data needed for strategic decision making often isn't available. Moreover the culture of the nonprofit sector resists adopting accounting systems that measure true costs.

Details

Strategy & Leadership, vol. 33 no. 2
Type: Research Article
ISSN: 1087-8572

Keywords

Access Restricted. View access options
Case study
Publication date: 10 December 2021

Sonia Mehrotra

Entrepreneurship, Strategic Management, Social Sector.

Abstract

Subject area

Entrepreneurship, Strategic Management, Social Sector.

Study level/applicability

The case can be used in undergraduate, graduate and executive education courses in entrepreneurship and strategic management. It is a perfect fit for executive sessions at incubation centers for not-for-profit (NPO) start-up social enterprises. The case is aimed at early-phase social entrepreneurs and those interested in the field.

Case overview

Anthill Creations (hereafter referred to as Anthill) is a NPO organization engaged in building low-cost sustainable playscapes for underprivileged children. Their mission is to “Bring Back play” in the lives of millions of children of marginalized communities by building sustainable playscapes. It is an effort that contributes toward the objectives of clause 1.2 (Ministry of Human Resource Development, Government of India, 2020), on “Early Childhood Care and Education” (ECCE) in the new National Education Policy (NEP) 2020 of India as released on July 30, 2020. The ECCE clause emphasizes the importance of “learning through play”; and recognizes it to be central to quality early childhood pedagogy and education. Anthill has been working on the same philosophy since its inception in 2016. They have successfully built 300 playscapes across 18 states of the country and impacted the lives of more than 200,000 children. The playscapes are built using upcycled waste material, such as scrap tires, waste cable and oil drums; further, they use local resources and contextual designs and built them by mobilizing community participation. The playscape play elements provide for unstructured free play for children and encourage them to use their imagination to invent new games.

Pooja Rai – the founder and CEO of Anthill Creations, an architect by discipline started the NPO immediately after her graduation. It was her “calling” in life that pushed her to quit a corporate job in the early stages of her career and instead pursue a career in the social sector. The case details her methodical approach in pursuing her intuitive response to a social need, the way she adopts a lean start-up framework to set-up Anthill, her frustrations, personal resilience and ability to balance different stakeholder interests as she treads the difficult journey of building the awareness of inculcating play as a pedagogy in the early years of childhood development.

The case provides data on the large proportion of the marginalized population in India and the abysmal conditions of the Indian Government schools. The objectives of clause 1.2 on ECCE in NEP 2020 show the Indian Government’s good intent. And yet with the prevailing conditions, the policy’s ambitious target of universalization of ECCE by 2030 (Chanda, 2020), seems a mammoth task, even for the Indian Government.

On the other hand, Anthill as a small NPO of young dedicated individuals is invested and experimental in their approach; they have a tested model but financial dependency limits their activities. The ECCE clause is a sign of new hope for NPOs such as Anthill who want to reach out to millions of Indian children from marginalized communities. What could be a compatible, perhaps complementary or even skillful pathway to integrate Anthill’s tested model of building sustainable playscapes with the Indian Government’s good intentions of universalization of ECCE by 2030? How could Anthill “scale” for a systemic “impact”? Should not the NPOs, early childhood development researchers, funders and government authorities study collaboratively instead of the present siloed approach so as to bring about a systemic change in the thinking lenses about “play” to be an integral part of early childhood development? Rai ponders on the above questions.

Expected learning outcomes

To explain the importance of one’s purpose (calling) in life and how the authors can identify with it.

To explain how an intuitive response to social need can be complemented with a methodical approach to social entrepreneurship.

To discuss the importance of business model canvas from the social sector lens.

To explain the important elements in sustaining small start-up social organizations.

To discuss and evaluate the options an early-stage social enterprise can engage into “scale” for “impact.”

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Don Haider

Describes how four independent, community-based nonmedical centers that offered professional services and programs to cancer patients on a voluntary non-fee basis in the 1990s…

Abstract

Describes how four independent, community-based nonmedical centers that offered professional services and programs to cancer patients on a voluntary non-fee basis in the 1990s came together to form the Cancer Health Alliance in 2003-2004 as a separate nonprofit to help achieve more of their mission and be more sustainable.

To understand why it is so difficult for small independent nonprofits with similar missions, activities, programs, and funding to collaborate to achieve more mission. To examine how less complex nonprofit alliances begin, how they progress along an alliance continuum, and what the options are for future growth.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Access Restricted. View access options
Article
Publication date: 8 July 2021

Jeffrey Gauthier, David Cohen and Christopher R. Meyer

The purpose of this paper is to consider how the dimensions of entrepreneurial orientation (EO) may support or diminish the creation of social value.

448

Abstract

Purpose

The purpose of this paper is to consider how the dimensions of entrepreneurial orientation (EO) may support or diminish the creation of social value.

Design/methodology/approach

The approach applies Lumpkin and Dess’s multidimensional conceptualization of EO to the growing body of literature on social entrepreneurship.

Findings

Propositions on the effects of autonomy, competitive aggressiveness, innovativeness, proactiveness and risk-taking on social value creation are developed.

Research limitations/implications

The propositions offered in the paper suggest avenues for future empirical studies that seek to examine the impact of EO on social, rather than financial, performance.

Originality/value

A significant body of research has examined the relationship between EO and financial performance, but potential implications for social value creation remain unclear. This paper seeks to address this gap in understanding of EO and social entrepreneurship and argues that two components of EO may adversely impact the creation of social value.

Details

Society and Business Review, vol. 16 no. 3
Type: Research Article
ISSN: 1746-5680

Keywords

1 – 10 of 11
Per page
102050