Managing for Value

Organizational Strategy in for-Profit, Nonprofit, and Governmental Organizations

Datos Bibliográficos

ID19607299
AutoresMark H Moore (0009-0009-6018-0211, autor de correspondencia)
Año2000
Volumen29
Número1
Páginas183-204
Fecha de publicación2000-03-01
Peer ReviewedSí
Open AccessNo
TipoARTICLE
RevistaJournal of Voluntary Action Research (JOURNAL)
Identificadores de la revistaISSN: 0094-0607 • E-ISSN: 1552-7395
EditorialSAGE Publishing (PUBLISHER • US)
DOI10.1177/089976400773746391
OpenAlexW2068029664
IdiomaEN
Citas recibidas85
Referencias citadas5

All organizations benefit from developing a strategy. The most well-developed strategy models come from the private sector and focus on markets, customers, and competition. Yet, these models fail to take account of two crucially important features of nonprofit organizations: (a) the value produced by nonprofit organizations lies in the achievement of social purposes rather than in generating revenues; and (b) nonprofit organizations receive revenues from sources other than customer purchases. An alternative strategy model developed for governmental managers focuses the attention on three key issues: public value to be created, sources of legitimacy and support, and operational capacity to deliver the value. This alternative strategy model resonates powerfully with the experience of nonprofit managers precisely because it focuses attention on social purposes and on the ways in which society as a whole might be mobilized to achieve them

Business · Business administration · Economics · For profit · Legitimacy · Non profit · Nonprofit organization · Nonprofit Sector · Not for profit · Political science · Politics · Public relations · Public sector · Revenue · Value capture · Value creation · Nonprofit Sector and Volunteering · Public Policy and Administration Research · Social Capital and Networks · Accounting · Finance · Marketing