Review of Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement.

1989 ◽  
Vol 34 (4) ◽  
pp. 412-412 ◽  
Author(s):  
No authorship indicated
Keyword(s):  
Strategic Planning ◽  
Nonprofit Organizations ◽  
Organizational Achievement

Manipulating Structure in Institutional Complexity Scenarios: The Case of Strategic Planning in Nonprofits

2020 ◽  
pp. 000765032092733
Author(s):  
Ziva Sharp
Keyword(s):  
Strategic Planning ◽  
Nonprofit Organizations ◽  
Planning Process ◽  
Comparative Case Study ◽  
Structural Components ◽  
Institutional Complexity ◽  
Shape Structure ◽  
Social Logic

Emergent structural approaches to institutional complexity tend to inhibit the role of agency in addressing logic multiplicity scenarios. Prior studies of logic multiplicity have documented a diverse set of outcomes, ranging from domination through hybridization, and characterized by various levels of conflict. A new stream of research has emerged that seeks to explain this heterogeneity through the structural components of complexity. These studies tend to minimize the role of agency in institutional complexity scenarios, positing that outcome diversity, and the organization’s ability to exert agency, can be accounted for by the interaction of exogenously determined parameters, such as centrality, compatibility, prioritization, and jurisdictional overlap. This article revisits the role of agency in these models, suggesting that agency is not only framed by, but may itself shape, structure. The article draws on a comparative case study in five Israeli nonprofit organizations, focusing on the introduction of the business logic through a strategic planning process, and the challenge that this represents for the legacy social logic. The case studies demonstrate that organizations regularly use a set of distinctive mechanisms to manipulate the structural components of complexity, and, in so doing, agentically regulate logic multiplicity outcomes.

Enhancing Organizational Capacity Through the Use of Social Media

2018 ◽  
pp. 623-652
Author(s):  
Rui Sun ◽  
Hugo Asencio ◽  
Julie Reid
Keyword(s):  
Social Media ◽  
Strategic Planning ◽  
Nonprofit Organizations ◽  
Planning Process ◽  
Public Awareness ◽  
Organizational Capacity ◽  
Government Grants ◽  
Leadership Management ◽  
American Lung Association ◽  
Use Of Social Media

This chapter examines whether and how the use of social media and government funding may enhance the capacity of a nonprofit organization, help fulfill its mission, and facilitate its strategic planning process. Both the organizational capacity and strategic planning literature emphasize the importance of leadership, management, collaboration, and fiscal, technical resources. Using a case study of the American Lung Association in Arizona (ALAA), this chapter finds that government grants and strategic use of social media in nonprofit organizations can lead to increased public awareness of the issues related to their organizational missions, greater fundraising capacity, and enhanced collaboration among their employees.

scholarly journals Toward a Reassessment of the Role of Rank-and-File Stakeholders in Nonprofit Organizations

2018 ◽  
Vol 48 (1) ◽  
pp. 146-172 ◽  
Author(s):  
Patrick Valeau ◽  
Philippe Eynaud ◽  
Stephanie Chatelain-Ponroy ◽  
Samuel Sponem
Keyword(s):  
Structural Equation Modeling ◽  
Strategic Planning ◽  
Community Development ◽  
Nonprofit Organizations ◽  
Structural Equation ◽  
Democratic Governance ◽  
Economic Effectiveness ◽  
Equation Modeling ◽  
Reported Data

This study examines the relationships between the influence of different stakeholders and mission-based strategic planning, community development, and economic effectiveness. Our purpose is to highlight the unique and incremental contribution of rank-and-file stakeholders, that is, stakeholders without any specific grade or status, such as nonboard volunteers or beneficiaries. We analyze reported data from 227 nonprofit organizations (NPOs) using structural equation modeling and bootstrap mediation analysis. Our results show that when rank-and-file stakeholders manage to remain influential, strategic planning tends to be more directly rooted in the mission, which contributes to both perceived community and economic effectiveness. These results are discussed with regard to the utility, legitimacy, and urgency of more direct forms of democratic governance giving rank-and-file stakeholders the power to contribute to mission-based strategic planning.

Strategic Planning

2013 ◽  
Author(s):  
John A. Yankey ◽  
Vera Vogelsang-Coombs
Keyword(s):  
Strategic Planning ◽  
Nonprofit Organizations ◽  
Key Management ◽  
Planning Process ◽  
Management Process ◽  
Community Needs ◽  
The Future ◽  
Collaborative Methodology

Strategic planning is a key management process in nonprofit organizations and a collaborative methodology for addressing complex community needs. This entry presents an overview of strategic planning, with dual emphasis on the content and format of the final product. It highlights phases and steps in the planning process, along with trends and directions for such planning in the future. Despite its increased use, however, confusion and skepticism about the value of strategic planning remain. Therefore, we describe specific approaches that have yielded good results.

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