Nonprofit Administration and Management Commons^™

Nonprofit Leader Experiences In Sector-Bending After Lean Six Sigma Training: Tension, Concepts, And Changed Behaviors, Beverly Codallos

Dissertations

Government, business, and nonprofit represent three distinct types of organizations governed by different legal frameworks designed to facilitate collective action (DiMaggio & Anheier, 1990). The emergence of hybrid forms and increasing isomorphic pressures in the nonprofit sector (Bromley & Meyer, 2017; McCambridge, 2014) have challenged the traditional separation of organizational forms. This study explored the phenomenon popularized as sector-bending, “a wide variety of approaches, activities, and relationships that are blurring the distinctions between nonprofit and for-profit organizations, either because they are behaving more similarly, operating in the same realms, or both” (Dees & Anderson, 2003, pg. 16). This qualitative study …

Identifying Cross-Country Key Drivers Of Social Entrepreneurial Activity, Cris Bravo

Dissertations

Governmental and philanthropic efforts alone are not sufficient to eradicate poverty. The world needs new frameworks that enable sustainable development by integrating the economic, social and environmental dimensions, and social entrepreneurship is of great interest because it has the capacity for facilitating societal change by fostering innovative ways to address social inequality, unemployment, and climate change. Precisely because social entrepreneurship lays at the intersection of the business and nonprofit worlds, it is a complex phenomenon, and there are many unknowns regarding how the convergence of these dimensions can be understood and managed at cross-national levels.

To investigate this phenomenon, this …

Spinning Straw Into Gold: A Study Of Resource Creation, Flow, And Conversion In A Nonprofit Collaboration, Elizabeth A. Castillo

Dissertations

Throughout history people have joined together to improve their individual lives. In the modern era, organizations often work cooperatively to enhance their efficiency and effectiveness. Collaborating organizations in the nonprofit sector are increasingly expected to produce system-level change as well. This collective impact approach is under-theorized and therefore not consistently actionable. A central puzzle is how formal nonprofit collaborations acquire resource inputs and transform them into outputs, outcomes, and impact while producing financial returns to sustain the backbone organization. Resource dependence theory is sometimes proposed as an explanatory framework, yet it does not explain the generation of a double bottom …