非营利组织人员的绩效测评与改进研究

非营利组织的特点决定其组织价值体现在促进社会发展的贡献上。由于考核的指标与方法不同于企业产出,非营利组织人力资本群体价值对组织价值创造起到主导作用。用优势前沿面与劣势前沿面结合的方式对人员的工作状况进行评价。并借助管理有效性,消除由于客观基础条件的优劣而造成的影响,使测评真正体现由于经营管理而产生的业绩的好坏,是改进非营利组织绩效测评的新尝试。     

Market Orientation and Organizational Performance in the Nonprofit Context: Exploring Both Concepts and the Relationship Between Them

ABSTRACT

The purpose of this paper is to explore the relationship between the concepts market orientation and organizational performance for nonprofit organizations. To understand the nature of this link in the nonprofit context, the authors will discuss and elaborate on the applicability of both concepts to nonprofits. They will develop multidimensional notions of “societal orientation” and “nonprofit organizational performance,” which fit the specific operating environment of nonprofit organizations engaged in the provision of health and social services. The authors also propose a conceptual framework that relates both notions and present the main underlying propositions. They conclude by suggesting items to empirically measure both constructs and venues for future research.     

A Proposition-Based Approach to International Entry Strategy Contingencies

While international market entry strategy has been examined extensively, relatively little has been said about the contingencies affecting entry mode decisions, or interactions between these contingencies and their effect on the entry mode decision. A series of propositions is drawn to develop a contingency framework for entry strategy decisions, based on environmental factors, industry and product/market contingencies, organizational strengths, and strategic objectives of the firm, and preliminary propositions are provided which illustrate the interrelationships between these contingencies. A research agenda to integrate the study of interrelationships between contingencies affecting entry strategy is recommended.     

Online Media,Market Orientation,and Financial Performance in Nonprofits

The combination of social, political, and economic changes causing simultaneously decreasing funding and increasing demand for services is driving nonprofit managers to engage in proactive marketing in a for-profit model, including the use of online media. This research extends the MARKOR model of market orientation to examine the relationship between market orientation practices, as reflected in the utilization of online media, and their effects on the financial viability of nonprofit organizations (NPOs). The Wayback Machine website (http://waybackmachine.org) provided a unique ability to track site content over time, for comparison with each organization's financial indicators at corresponding points in time. The results of this study confirm the positive relationship between higher market orientation via online media presence and improved financial viability for the sampled group of NPOs. This study provides a simple, actionable, and free measure that NPOs can use to assess their current and planned online media.     

Sustainability of nonprofit organizations: An empirical investigation

Nonprofit organizations (NPOs) contribute to society through their social value creation. They operate in an increasingly turbulent context where building sustainable organizations has emerged as a critical need. Past authors have discussed this important issue in a fragmented manner. Using multiple case studies of socially entrepreneurial NPOs, this paper examines how the need for building a sustainable organization has impacted on the strategy focus of the nonprofit organization. The findings suggest that in response to an increased competitive environment, NPOs have been forced to adopt an organizational sustainability focus in both strategic and operational levels of management. The study makes a strong contribution to current debate in social entrepreneurship and to a broader agenda concerned with developing sustainable organizations. Whilst the findings have important implications for theory and current practice, the paper concludes with suggestions for future research at the interstices of these areas.     

A Relationship Governance Perspective of Organizational Buyers' Supplier Choice Decisions

Although the transaction cost analysis (TCA) has long been used by marketing and management scholars to study organizational buyers' make-or-buy decisions, it sheds limited light on their choice behavior beyond the make-or-buy trade-off. In the meantime, many organizational purchase decisions are structured around which independent supplier to buy from, rather than a typical make-or-buy decision. This study extends existing research on TCA by applying this theoretical framework to explore why organizational buyers make purchases from among independent suppliers. The article posits that (1) two forms of relationship governance—buyer trust and market (i.e., the relative dependence between the buyer and supplier)—help explain the differences in buyer decision-making uncertainty involving independent suppliers, which further influences the buyers' propensity to purchase; and that (2) trust further influences the buyers' propensity to purchase due to its effect on customer perceived value. The empirical study based on organizational purchasing decisions lends support to the predictions of the relationship governance theory.     

Social Responsibility and the Utilities

This paper examines recent developments in U.K. utility regulation from a business ethics perspective. The regulatory framework that facilitated privatisation of the utility companies has foundations based upon free market principles involving a transfer from regulation to competitive markets wherever possible. Where competition is not feasible, continuing economic regulation is relied upon, designed to mirror the competitive market to induce, through comparative competition and the price capping mechanism, incentives for greater efficiency. The New Labour Government, having fundamentally reviewed this framework when it came to office, has surprisingly endorsed its basic tenets. However, it wishes to superimpose social responsibility regulations designed to achieve social policy rather than economic objectives. This interventionist approach is in itself in conflict with the free market inspired regulatory framework but additionally, the imposition of social policy objectives creates fundamental ambiguities within the framework for the key stakeholders. The paper concludes that the Government's policy, by eliciting stakeholder confusion and perverse behaviour, could be counter-productive but that ethical theories and frameworks can contribute to thinking in this vital area of the economy.     

Drivers of CSR anchoring in transition economies: Evidence from Poland

We examine the drivers of corporate social responsibility anchoring in Poland, a country that has undergone a profound transition from a command economy to a free market system. We use a fine-grained theoretical framework to understand the influence of the interactions between regulative, normative, and cultural-cognitive aspects of institutions with firm organizational factors on the diffusion of corporate social responsibility. We show that, in Poland, companies use their slack resources to adopt corporate social responsibility only when facing strong normative or regulative institutional pressures in their organizational fields. When such pressures are absent, companies prefer value-enhancing functions of their resources other than investing in corporate social responsibility. We propose a multilevel approach for studying drivers of corporate social responsibility and show how the importance of organizational-level drivers emerges clearly only if the interactions with institutional-level features are considered. The main policy implication of our study is that corporate social responsibility may establish in Poland, as well as in other Eastern Europe countries, provided that designed and formalized institutional processes reach relevant organizational fields. Furthermore, we find that, for business managers, employing financial slack for social responsibility projects may be perceived as institutionally legitimate or not depending on the type of institutional pressures prevailing in each organizational field.     

Will enterprise social networking systems promote knowledge management and organizational learning? An empirical study

ABSTRACT

Nowadays, enterprise social media practitioners and researchers are keen to know how the enterprise usage of social media can be converted into the improved organizational performance. Meanwhile, organizational learning has long been considered as one of the measures of organizational performance. This article investigated the impact of enterprise social networking systems (ESNS) usage on knowledge management processes and organizational learning; in particular, we examined the mediating role of knowledge creation and knowledge sharing. Four theories from sociology and strategic management were used to build the hypotheses in the research model. An online survey was conducted to empirically test the model. Our study results showed that ESNS usage directly and indirectly influences organizational learning; and that knowledge management processes (knowledge creation and sharing) mediate the path between the two. This study contributes to the existing literature on enterprise social media for three reasons. First, it is among the first to connect the three independent concepts (social media, knowledge management, and organizational learning) and explore their relationships in one theoretical framework. Second, this work also specifically examines the influence of ESNS (Yammer in this case) on organizational processes and outcomes. Third, this is a pioneering study that employs multiple theories to address the research questions under the organizational social media context. Therefore, the research gives implications for both practitioners and scholars who are interested in understanding the effectiveness of ESNS usage in the modern organizations today.     

Value Creation in Brand Alliances: A Dynamic Conceptualization

The objective of this article is to conceptualize the value creation process in brand alliances using a dynamic approach, based upon the literature on strategic alliances and inter organizational relationships, to explain the importance of organizational components in brand alliances. The research question is to identify the key components which allow the creation and sustaining of value: context, actors, objectives, behaviors, resources, and governance mechanisms, internal and external conditions affecting the value creation process. Then the framework is applied in case studies of brand alliances in the food market. We show that the impact of these components depends on the nature of the organizations involved, on market conditions and on the manner resources and governance mechanisms are combined together.     

The nonprofit case for corporate volunteering: a multi-level perspective

ABSTRACT

This article argues that the nonprofit case for corporate volunteering is complex, requiring a multi-level perspective on the outcomes for nonprofit organizations (NPOs). To develop this perspective, we adopted an inductive research approach, conducting 39 exploratory semi-structured interviews with NPO staff. We argue that NPO scholars and practitioners should disentangle individual and organizational-level outcomes resulting from interactions between corporate volunteers and NPO staff, as such micro-dynamics ultimately affect NPO services. Moreover, these outcomes are subject to conditions at the organizational level (e.g. involvement of intermediaries), as well as at the individual level (e.g. type of assignment). Our study highlights the complexity that should be considered when addressing the fundamental question of whether corporate volunteering contributes to the ability of NPOs to provide their services, and under what conditions. We therefore propose that corporate volunteer management within NPOs is inherently, albeit contingently, intertwined with the services that these organizations provide.     

The role of organizational justice and social interaction in mitigating the negative effects of high-performance member retailers on strategic integration

Drawing on resource-based view, social exchange theory, and organizational justice theory, this study tests the link between high-performance member retailers (HPMRs) and strategic integration to retail buying groups, and the mediation and moderation of social integration and organizational justice, respectively. Using structural equation modeling, we analyze data from 241 independent retailers participating in retail buying groups in Japan. Results reveal that although HPMRs are negatively associated with strategic integration, they also increase strategic integration via enhanced social interaction with other member retailers. Additionally, organizational justice by buying group headquarters weakens the negative link between HPMRs and strategic integration. The study newly shows how member retailers’ past performance characteristics, the role of buying group headquarters, and member retailers’ interactions affect strategic integration to retail buying groups. The findings contribute to resource-based view, social exchange theory, and organizational justice theory by examining how retail buying groups can encourage HPMRs’ strategic integration using social interaction and organizational justice as boundary conditions. Practical and theoretical implications are described.     

Enhancing or inhibiting: The impact of investment in political ties on the link between firm innovation and productivity

Whether investment in political ties enhances or inhibits firm innovation has not been well understood in the literature. Theoretically, proactive use of political ties could help firms gain favourable political resources, thereby enhancing the effectiveness and efficiency of firm innovation activities. However, investment in political ties might conflict with innovation in internal resource orchestration processes. Based on a sample of 9693 firms across 27 transition economies, I find that the effect of investment in political ties on the link between innovation and productivity is based on type of innovation and type of political investments. Although bribery does not show any significant influence on the link between either product or organizational innovation and firm productivity, managerial time invested in political ties weakens the positive relationship between organizational innovation and productivity.     

Globalization and affordability of microfinance

We study how globalization can differentially affect financial inclusion through the lens of microfinance. Based on an institutional logics perspective, we argue that MFIs embody both social logic and market logic with regard to provision of affordable microfinance loans. Speicially, social logic is amplified by greater social globalization and the stronger presence of nonprofit organizations (NPOs) in the microfinance industry. In contrast, economic globalization catalyzes MFIs' market logic, leading to weaker or greater affordability of microfinance, depending on the relative strength of the profit-maximizing motive and real competition. We test these predictions by focusing on MFI interest-rate setting and using longitudinal data from 2030 MFI observations across 50 countries from 2002 to 2012. We find that country-level social globalization measure is negatively associated with the average MFI loan interest rates and that country-level economic globalization measure has an inverse U-shaped relationship with the average MFI loan interest rates. These results support our hypotheses and suggest a more nuanced view on how globalization affects affordability of microfinance.     

Market orientation in the context of SMEs: A conceptual framework

A number of studies in the marketing literature have examined the construct of market orientation (MO). These studies generally show a positive link between MO and organizational performance. This paper examines MO specifically in the context of small and medium sized enterprises (SMEs). An in-depth review of the extant literature is used to develop a conceptual framework by exploring the major antecedents of MO, the MO–Performance relationship, and the key mediators and environmental moderators of this relationship. This paper also examines several studies on SMEs with respect to various aspects of this framework and offers suggestions for future research in order to understand more thoroughly how MO influences SME performance.     

Delivering training strategies: the balanced scorecard at work

Aligning the value of training to organizational goals is an emerging need in human resource management. This study, aiming at expanding the research on training evaluation from a strategic management perspective, examines whether the use of the Balanced Scorecard approach can enable an effective delivery of training strategies, thus strengthening the link between training and organizational goals. The research was based on action research methodology. Researchers worked for about 12 months with three healthcare organizations. The research findings indicate that the balanced scorecard: (1) allows visualization of a clearly focused and internally consistent map of cause‐and‐effect relationships, turning the functional training efforts into strategic results; (2) effectively supports the training function both in managing training processes and in delivering targeted organizational outcomes; (3) offers a specific set of critical measures for evaluating the training function's performance; and (4) permits the fostering of a sound alignment between training programme objectives and functional goals. Various theoretical and practical implications are discussed.     

The relative importance of social responsibility in determining organizational effectiveness: Student responses

This paper investigates the relative importance of social responsibility criteria in determining organizational effectiveness. The organizational effectiveness menu was used as a questionnaire with a sample of 151 senior undergraduates. Each respondent was asked to rate the importance of the criteria from three constituent perspectives within a service organization: (1) as a manager, (2) as an investor, (3) as an employee. Later, a subsample of students (n=61) responded to the same questionnaire acting as a manager in an assigned case study. The results indicated that students acting as managers, investors, or employees rate social responsibility criteria among the least important of the determinants of organizational effectiveness. Moreover, while specific situations may call for changes in the relative importance of these criteria, social responsibility criteria were not viewed, generally, as the most important determinants of organizational effectiveness.Kenneth L. Kraft is currently an Associate Professor of Management at Old Dominion University in Norfolk, VA. His recent papers explore the relationships between strategy, structure, social responsibility, and organizational effectiveness in a variety of settings.     

Problems and challenges in social marketing

This article reviews the problems that arise when general marketing principles are applied to social programs. Social marketing is conceptualized as the design, implementation, and control of programs seeking to increase the acceptability of a social ideal or practice in a target group. These problems can occur in 8 basic decision-making areas: market analysis, market segmentation, product strategy development, pricing strategy development, channel strategy development, communications strategy development, organizational design and planning, and evaluation. Social marketers find that they have less good secondary data about their consumers, more problems obtaining valid and reliable measures of relevant variables, more difficulty sorting out the relative influence of determinants of consumer behavior, and more problems getting consumer research funded than marketers in the commercial sector. They tend to have less flexibility in shaping their products and more difficulty formulating product concepts. Problems associated with establishing, utilizing, and controlling distribution channels comprise another major difference between social and more conventional forms of marketing. Social marketers also find that their communications options are somewhat limited as a result of problems associated with use of paid advertisements, pressures not to use certain types of appeals in their messages, and the need to communicate large amounts of information in their messages. Moreover, social marketers must function in organizations where marketing activities are poorly understood, underappreciated, and inappropriately located. Finally, they face problems trying to define effectiveness measures or estimating the contribution their program has made toward the achievement of certain objectives. If all these problems are anticipated and handled creatively, social marketing efforts can succeed.     

Social corporations under the spotlight: A governance perspective

A series of new legal statutes for profit-seeking social ventures has emerged across geographic and institutional settings. Extant studies commonly do not make a clear distinction between these ventures. Such confusion leads to blurriness in research design and methodology, thereby limiting the relevance of findings. Moreover, researchers, entrepreneurs, and policymakers often lack a clear view of the unique organizational and governance aptitudes these ventures call for, to sustain and grow over time. Thus, this study has two objectives: (1) to clarify the panorama of novel companies that legally commit themselves to a social mission, gathered under the term “social corporation,” by providing a comprehensive typology of these organizations and (2) to identify the governance capabilities that social corporations develop to be sustainable and avoid mission drift in the long run. Our analysis of corporate-governing documents leads us to classify social corporations into three types: hard-law, soft-law, and bylaw. In addition to this typology, our multiple case study uncovers five key governance capabilities of social corporations related to performance, conformance, and responsibility—the main pillars of organizational governance. Overall, our work contributes to a better understanding of novel forms of social entrepreneurship emerging on the market. More important, it casts light on the governance processes that characterize them.     

From desire to help to taking action: Effects of personal traits and social media on market mavens’ diffusion of information

While extant research has studied traits of market mavens and the link from mavenism to market helping behavior, there is a need for more research to understand personal and contextual factors that influence actual recommendations of products and differences among market mavens with different traits in that respect. In this study, we took research in the area of market mavenism one step further and investigated the role of personal traits such as self‐esteem and susceptibility to normative interpersonal influence, and the contextual factor of social media, in the frequency of recommendations. We hypothesize that while market mavens with lower self‐esteem are likely to engage in less frequent recommendations, negative effect of their lower self‐esteem is attenuated when they use social media platforms as their medium of choice. Our findings lend support to our hypotheses, including the triple interaction effect between self‐esteem, choice of social media, and market mavenism on market recommendations.