Danbi Seo
Biographic Data
| ID | 4385132 |
|---|---|
| NAME | Danbi Seo |
| GIVEN NAMES | Danbi |
| FAMILY NAME | Seo |
| SIGNATURE | SEO D |
| AFFILIATIONS | Arizona State University |
| ORCID | 0000-0003-2716-557X |
| VERIFIED | Yes |
| TOTAL WORKS | 7 |
| TOTAL CITATIONS | 20 |
| AUTHOR COUNT | 7 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2020 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 2 |
Nonprofit sector ambidexterity
Organizational ambidexterity is recognized in public organizations for achieving innovation, but the concept remains undertheorized in non-profit organizations despite their crucial role in public service delivery. This study examines the applicability of ambidexterity to non-profits and proposes a framework for understanding it in the non-profit sector. By analysing two cycles of strategic planning in a non-profit organization over 10 years, we …
Ongoing strategizing in practice
There is a dearth of high-quality process studies on ongoing strategizing efforts by organizations. Our research addresses this gap by exploring strategizing as a set of interrelated activities manifested over time: diagnosis, prognosis, orienting, mobilizing, and structuring. Using a multi-year, mixed-method case study of a non-profit organization supporting minority-owned businesses, we analyse 86 monthly interviews with CEOs between 2015 and 2…
The Role and Potential of Grounded Theory in Advancing Nonprofit Research and Theory Development
This article explores how grounded theory (GT) can advance nonprofit research by addressing its unique complexities and practice-oriented nature. While GT’s emphasis on developing theory directly from data makes it well suited for studying the dynamic nonprofit sector, its application has been constrained by conceptual ambiguity and methodological challenges. We clarify GT’s foundational principles, including emergence, theoretical sampling, cons…
Hang in there
Sustaining collaboration over time is vital for its effectiveness and long-term success but presents challenges, especially for actors with capacity constraints. This study introduces “capacity tensions” as a central challenge in collaborative efforts, referring to the strain that arises when the capacity needed for effective engagement exceeds the capacity actors have available. This gap creates competing demands, as actors must balance what the…
Understanding goal formation in strategic public management
Organizational goals lie at the heart of strategic public management. While research has centred on the performance impact of organizational goals and goal clarity, the field remains unclear on where organizational goals come from and how they form over time. We argue that research has suffered from the lack of a multi-level, process-focused theoretical framework through which goal formation can be understood and studied. Drawing on a problematiz…
Strategizing on behalf of social enterprises
This article adds to the literature on social enterprise by drawing on the strategy-as-practice tradition of strategy research. There, strategy is seen as something an organization does, not as something that it has. Little in the public and non-profit literature at present focuses on exactly what strategizing is, let alone how it relates to social enterprise. A framework for understanding strategizing is illustrated with case examples. Conclusio…
Using a design approach to create collaborative governance
In complex, shared-power settings, policymakers, administrators and other kinds of decision makers increasingly must engage in collaborative inter-organisational efforts to effectively address challenging public issues. These collaborations must be governed effectively if they are to achieve their public purposes. A design approach to the governance of collaborations can help, especially if it explicitly focuses on the design and use of formal an…
Using a design approach to create collaborative governance
In complex, shared-power settings, policymakers, administrators and other kinds of decision makers increasingly must engage in collaborative inter-organisational efforts to effectively address challenging public issues. These collaborations must be governed effectively if they are to achieve their public purposes. A design approach to the governance of collaborations can help, especially if it explicitly focuses on the design and use of formal an…
Hang in there
Sustaining collaboration over time is vital for its effectiveness and long-term success but presents challenges, especially for actors with capacity constraints. This study introduces “capacity tensions” as a central challenge in collaborative efforts, referring to the strain that arises when the capacity needed for effective engagement exceeds the capacity actors have available. This gap creates competing demands, as actors must balance what the…
Using a design approach to create collaborative governance
In complex, shared-power settings, policymakers, administrators and other kinds of decision makers increasingly must engage in collaborative inter-organisational efforts to effectively address challenging public issues. These collaborations must be governed effectively if they are to achieve their public purposes. A design approach to the governance of collaborations can help, especially if it explicitly focuses on the design and use of formal an…
Strategizing on behalf of social enterprises
This article adds to the literature on social enterprise by drawing on the strategy-as-practice tradition of strategy research. There, strategy is seen as something an organization does, not as something that it has. Little in the public and non-profit literature at present focuses on exactly what strategizing is, let alone how it relates to social enterprise. A framework for understanding strategizing is illustrated with case examples. Conclusio…
Understanding goal formation in strategic public management
Organizational goals lie at the heart of strategic public management. While research has centred on the performance impact of organizational goals and goal clarity, the field remains unclear on where organizational goals come from and how they form over time. We argue that research has suffered from the lack of a multi-level, process-focused theoretical framework through which goal formation can be understood and studied. Drawing on a problematiz…
The Role and Potential of Grounded Theory in Advancing Nonprofit Research and Theory Development
This article explores how grounded theory (GT) can advance nonprofit research by addressing its unique complexities and practice-oriented nature. While GT’s emphasis on developing theory directly from data makes it well suited for studying the dynamic nonprofit sector, its application has been constrained by conceptual ambiguity and methodological challenges. We clarify GT’s foundational principles, including emergence, theoretical sampling, cons…
Hang in there
Sustaining collaboration over time is vital for its effectiveness and long-term success but presents challenges, especially for actors with capacity constraints. This study introduces “capacity tensions” as a central challenge in collaborative efforts, referring to the strain that arises when the capacity needed for effective engagement exceeds the capacity actors have available. This gap creates competing demands, as actors must balance what the…
Nonprofit sector ambidexterity
Organizational ambidexterity is recognized in public organizations for achieving innovation, but the concept remains undertheorized in non-profit organizations despite their crucial role in public service delivery. This study examines the applicability of ambidexterity to non-profits and proposes a framework for understanding it in the non-profit sector. By analysing two cycles of strategic planning in a non-profit organization over 10 years, we …
Ongoing strategizing in practice
There is a dearth of high-quality process studies on ongoing strategizing efforts by organizations. Our research addresses this gap by exploring strategizing as a set of interrelated activities manifested over time: diagnosis, prognosis, orienting, mobilizing, and structuring. Using a multi-year, mixed-method case study of a non-profit organization supporting minority-owned businesses, we analyse 86 monthly interviews with CEOs between 2015 and 2…
Business (6 works) · Political science (5 works) · Computer Science (4 works) · Knowledge management (4 works) · Public relations (4 works) · Economics (3 works) · Nonprofit Sector and Volunteering (3 works) · Process management (3 works) · Sociology (3 works) · Accounting and Organizational Management (2 works)