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Unpacking Not-for-profit Performance

Unpacking Not-for-profit Performance AbstractLittle is known about the relationship between entrepreneurial orientation (EO) and performance within not-for-profit (NFP) organizations. Through the development of a conceptual framework for understanding how EO may function within an NFP context, we propose three separate interaction effect models to examine organizational performance outcomes as measured in terms of high growth. Four conceptualizations of high growth are offered. Based on a theoretical consideration of social capital and financial accounting theory, we propose that NFP executives who possess a combination of EO and two other key factors, a social mission orientation and financial sustainability orientation, will be a strong predictor of high-growth organizational performance. The model thus builds upon previous research that explores the relationship between entrepreneurial behavior, market orientation and performance by distinguishing between market and non-market stakeholders and the need to balance between both when pursuing entrepreneurial opportunities. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Social Entrepreneurship Taylor & Francis

Unpacking Not-for-profit Performance

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Publisher
Taylor & Francis
Copyright
© 2013 Taylor & Francis
ISSN
1942-0684
eISSN
1942-0676
DOI
10.1080/19420676.2013.834457
Publisher site
See Article on Publisher Site

Abstract

AbstractLittle is known about the relationship between entrepreneurial orientation (EO) and performance within not-for-profit (NFP) organizations. Through the development of a conceptual framework for understanding how EO may function within an NFP context, we propose three separate interaction effect models to examine organizational performance outcomes as measured in terms of high growth. Four conceptualizations of high growth are offered. Based on a theoretical consideration of social capital and financial accounting theory, we propose that NFP executives who possess a combination of EO and two other key factors, a social mission orientation and financial sustainability orientation, will be a strong predictor of high-growth organizational performance. The model thus builds upon previous research that explores the relationship between entrepreneurial behavior, market orientation and performance by distinguishing between market and non-market stakeholders and the need to balance between both when pursuing entrepreneurial opportunities.

Journal

Journal of Social Entrepreneurship – Taylor & Francis

Published: Jan 2, 2014

Keywords: Not for profit; social entrepreneurship; high growth

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