Business Commons^™

A Foundation's Theory Of Philanthropy: What It Is, What It Provides, How To Do It, Michael Quinn Patton, Nathaniel Foote, James Radner

The Foundation Review

This article argues that philanthropic endeavors should be undergirded by a theory of philanthropy. Articulating a theory of philanthropy is a way for a foundation to make explicit what is often only implicit, thereby enabling internal and external actors to pose and resolve significant questions, understand and play important roles more fully and effectively, and improve performance by enhancing alignment across complex systems.

A theory of philanthropy articulates how and why a foundation will use its resources to achieve its mission and vision. The theory-of-philanthropy approach is designed to help foundations align their strategies, governance, operating and accountability procedures, and …

Strategic Information Technology Alignment: Conceptualization, Measurement, And Performance Implications, Magno Queiroz

Magno Queiroz

Explaining the effect of information technology (IT) on organizational performance is a primary concern for strategic IT alignment research. The central hypothesis is that performance is a function of the alignment between IT and the organization’s business strategy. Preceding theories explain the performance implications of IT alignment within a single line of business. However, they do not explain the need for IT to be aligned with distinct strategies developed at the corporate and strategic business unit (SBU) levels in a multi-business organization. This thesis begins the task of unpacking the concept of IT alignment to explain the performance implications of …

Are Your Ducks In A Row? External And Internal Stakeholder Perceptions Of The Benefits Of Parks In New South Wales, Australia, Monica Torland, Betty Weiler, Brent D. Moyle, Isabelle D. Wolf

Betty Weiler

This research examines the strategic alignment between external and internal stakeholders’ perceptions of the benefits of parks. To achieve this objective, surveys were distributed to park agency staff, as well as a sample of residents in New South Wales, Australia. Findings revealed alignment between external and internal stakeholders, with executive managers’ perceptions being generally more favourable than staff and community. The paper pays particular attention to the alignment of internal stakeholders’ (staff) perceptions, which is important for establishing and defending the market position of parks. A high degree of strategic alignment was found between executive and staff for personal benefits. …