Premium
Evidence of worth in not‐for‐profit sector organizations
Author(s) -
Harris Ian,
Mainelli Michael,
O'Callaghan Mary
Publication year - 2002
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.619
Subject(s) - duty , profit (economics) , incentive , marketing , business , empirical evidence , economics , public relations , microeconomics , political science , philosophy , epistemology , law
AbstractThe not‐for‐profit sector is a significant part of the economy. Such organizations have a duty to their stakeholders to provide evidence that they are using resources well. The authors have substantial client work in this area and have conducted research among leaders of UK not‐for‐profit organizations in order to see to what extent such organizations provide evidence of worth. Indeed, this research presented here confirms the prominence of this objective. Four themes emerge in discharging this goal as not‐for profit organizations strive to balance internal aspiration versus external imposition, outcomes not outputs, gathering evidence and communication, contribution, consensus and commitment. There are four basic types of not‐for‐profit evidence based on the primary outcome; these are expanding frontiers, changing systems, service delivery and communitarian. Information to validate evidence of worth may be categorized as risk control, reward enhancement or volatility‐reduction targets and outcomes. Copyright © 2002 John Wiley & Sons, Ltd.