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Improving performance? The adoption and implementation of quality systems in U.K. nonprofits
Author(s) -
Cairns Ben,
Harris Margaret,
Hutchison Romayne,
Tricker Mike
Publication year - 2005
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.97
Subject(s) - excellence , nonprofit sector , quality (philosophy) , context (archaeology) , business , quality management , nonprofit organization , public relations , process management , marketing , political science , service (business) , paleontology , philosophy , epistemology , law , biology
There are increasing and multiple pressures on nonprofit organizations to demonstrate excellence in performance. Although there is a growing literature on the various approaches to performance improvement taken by nonprofits, little is known about the processes involved in the adoption and implementation of specific approaches. This article is about the adoption and use of one approach to performance improvement, “quality systems,” in the U.K. nonprofit sector. We report findings about factors that encourage nonprofits to adopt quality systems. We also analyze the distinctive challenges of implementing quality approaches in a nonprofit sector context and suggest critical success factors. The article concludes with a discussion of the organizational and policy implications of applying the management concepts of quality and performance to the nonprofit sector.