Exploring Philanthropic Foundations' Motivations and Managerial Model of Strategic Change from Grant-Making to Impact Investing

2017 ◽  
pp. 315-335
Author(s):  
Lijun He ◽  
Jessika C. Graterol Alfronzo ◽  
Kilian Tep
Keyword(s):  
Strategic Change ◽  
Philanthropic Foundations ◽  
Scholarly Research ◽  
Institutional Adaptation ◽  
Impact Investing ◽  
Successful Strategy ◽  
Private Foundation ◽  
Enabling Environment ◽  
Entrepreneurial Motivations

Little scholarly research has systematically examined impact investing in the nonprofit realm. In the overview, the paper presents a case study of a U.S.-based private foundation that has transformed itself from a grant-maker to an impact investor, and the associated challenges of institutional entrepreneurial motivations, successful strategy for institutional adaptation, and the ensuing lessons for the field of impacting investing. The paper has two main objectives: to identify the motivation and enabling environment for such strategic change, and to analyze the issues and changes of the managerial model when evolving from traditional grant-making to impact investing. We argue that organizations that are mission-driven, entrepreneurial in spirit and structure, with embedded business/philanthropy principles acting as a source of change in the institutional field. However, it faces technical and legitimacy problems resulting from the new practice's lack of institutional saturation in the field.

Leadership and Strategic Change under Ambiguity

1996 ◽  
Vol 17 (4) ◽  
pp. 673-699 ◽  
Author(s):  
Jean-Louis Denis ◽  
Ann Langley ◽  
Linda Cazale ◽  
Jean-Louis Denis ◽  
Linda Cazale ◽  
...  
Keyword(s):  
Strategic Change ◽  
Collaborative Leadership ◽  
Radical Change ◽  
Leadership Roles ◽  
Linear Pattern ◽  
Effective Change ◽  
Leadership Group ◽  
Political Realignment ◽  
University Affiliation

This paper draws on a case study of a large public hospital to examine the processes of leadership and strategic change in organizations where goals are unclear and authority is fluid and ambiguous. The case history describes the evolution of leadership roles during a period of radical change in which a general hospital acquires a university affiliation while moving towards a more integrated form of management. The study traces the tactics used by members of the leadership group to stimulate change, and the corresponding impact of these tactics on both the progress of change and on leadership roles themselves. It is suggested that strategic change in these organizations requires collaborat ive leadership involving constellations of actors playing distinct but tightly-knit roles. Yet, collaborative leadership is fragile and can easily disintegrate due to intemal conflict or to discreditation associated with more unpopular (although potentially effective) change tactics. Thus, under ambiguity, radical trans formations may tend to occur in a cyclical non-linear pattern with periods of substantive change alternating with periods of political realignment. The paper concludes with a series of five propositions concerning the collaborative, cyc lical, interpretative, and entropic nature of leadership and strategic change pro cesses under ambiguity.

scholarly journals Misfit? The Use of Metrics in Innovation

2021 ◽  
Vol 14 (8) ◽  
pp. 388
Author(s):  
Ilse Svensson de Jong
Keyword(s):  
Performance Indicators ◽  
Business Performance ◽  
Strategic Change ◽  
Key Performance Indicators ◽  
Significant Degree ◽  
Other Information ◽  
Actual Use ◽  
Sales Organizations ◽  
Organizational Levels

Measuring innovation is a challenging but essential task to improve business performance. To tackle this task, key performance indicators (KPIs) can be used to measure and monitor innovation. The objective of this study is to explore how KPIs, designed for measuring innovation, are used in practice. To achieve this objective, the author draws upon literature on business performance in accounting and innovation, yet moves away from the functional view. Instead, the author focuses explicitly on how organizational members, through their use of KPIs in innovation, make sense of conflicting interpretations and integrate them into their practices. A qualitative in-depth case study was conducted at the innovation department of an organization in the process industry that operates production sites and sales organizations worldwide. In total, 28 interviews and complementary observations were undertaken at several organizational levels (multi-level). The empirical evidence suggests that strategic change, attributed to commoditization, affects the predetermined KPIs in use. Notably, these KPIs in innovation are used, despite their poor fit to innovation subject to commoditization. From a relational perspective, this study indicates that in innovation, KPIs are usually complemented by or supplemented with other information, as stand-alone KPIs exhibit a significant degree of incompleteness. In contrast to conventional studies in innovation and management accounting, this study explores the use of key performance indicators (KPIs) in innovation from an interpretative perspective. This perspective advances our understanding of the actual use of KPIs and uncovers the complexity of accounting and innovation, which involve numerous angles and organizational levels. Practically, the findings of this study will inform managers in innovation about the use of KPIs in innovation and the challenges individual organizational members face when using them. In innovation, KPIs appear to be subjective and used in unintended ways. Thus, understanding how KPIs are used in innovation is a game of reading between the lines, and these KPIs can be regarded as misfits.

Promprylad.Renovation: impact investing in emerging markets

2021 ◽  
Vol 11 (2) ◽  
pp. 1-16
Author(s):  
Yaryna Boychuk ◽  
Artem Kornetskyy ◽  
Liudmyla Kryzhanovska ◽  
Andrew Rozhdestvensky ◽  
Yaryna Stepanyuk
Keyword(s):  
Learning Outcomes ◽  
Theory Of Change ◽  
Financial Benefit ◽  
Impact Investing ◽  
Stanford Research Institute ◽  
Content Type ◽  
State Sector ◽  
Academic Level ◽  
The Impact

Learning outcomes The learning outcomes of this paper is as follows: to structure the impact investing phenomenon and distinguish it from traditional investing or philanthropy, including the motivation of investors in impact investing projects; to analyse stakeholders in impact investing projects according to four main categories; to structure the implementation model of the theory of change in the context of impact investing; to build managerial decisions concerning the development of impact investing projects in crisis situations. Case overview/synopsis The case describes the development path of the Promprylad.Renovation project from its concept to the critical moment at the end of 2018. Yuriy Fyliuk – the case protagonist, acts as the main ideologist and leader of the project, the essence of which is the establishment of an innovation centre on the area of the old Promprylad plant in Ivano-Frankivsk. Impact investing was selected as the main project development tool, as it allows for attracting investors who share the aspiration for positive change of the city and potential financial benefit. The project is implemented in several stages as follows: partner involvement (Insha Osvita, MitOst, Pact Ukraine and LvBS), vision finalisation and research (together with Stanford Research Institute, Zotov & Co, FORMA Architects, Moris Group, etc.), the launch of the pilot floor (attracting more than $683,000 from allocated grants and more than $590,000 of private investments). Open equity crowdfunding and the purchase of the entire plant, with its subsequent renovation, should be the next stage. As of 2017, agreements have been reached to pay fully for the purchase of the plant by the end of 2019. After a successful pilot and lengthy negotiations, it was agreed that $1,000,000 should be paid by the end of 2018 and $2,000,000 by the end of 2019 to complete the buyout. However, as of the end of 2018, martial law was proclaimed in Ukraine. Hence, considering the risks, a major US investor refuses to contribute. The main dilemma is either to find a suitable solution to complete the buyout of the plant or to stop the project. Complexity academic level This case can be used in the master’s programmes of business schools (MBA, Executive MBA, Entrepreneurship, etc.), as well as in training programmes for public and state sector managers. The case study will be particularly useful for mixed groups with representatives from different sectors of the economy. This case study might be taught in the following disciplines: social entrepreneurship, social investing, leadership and crisis management. The subject of impact investing allows recognition of the benefits of combined cross-sectoral efforts over joint projects. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management science.

Technology Innovation in a Small Rural Hospital

2005 ◽  
pp. 71-86
Author(s):  
Sheila K. McGinnis ◽  
Carla Wiggins ◽  
Kenneth Trimmer ◽  
Lela Pumphrey
Keyword(s):  
Information Technologies ◽  
Technology Innovation ◽  
Strategic Change ◽  
Change Leadership ◽  
Managerial Discretion ◽  
Management Team ◽  
Rural Hospital ◽  
Strategic Information ◽  
It Innovation

This case study illustrates how the leaders of a small, rural hospital were able to successfully introduce and institutionalize a strategic change in information technologies. Our work briefly reviews strategic change leadership and common theories of innovation and governance. We then present a case study investigating how a hospital’s top management team used managerial discretion to create and institutionalize a strategic information technology (IT) innovation.

The “betrayal effect” on post-acquisition integration

2019 ◽  
Vol 16 (2) ◽  
pp. 279-303
Author(s):  
Nazila Razi ◽  
John Garrick
Keyword(s):  
Strategic Change ◽  
Early Stage ◽  
Active Role ◽  
Management Control ◽  
Structured Interviews ◽  
Theoretical Frameworks ◽  
Content Type ◽  
Acquisition Integration ◽  
Integration Strategies

Purpose This paper aims to draw on Latour’s (1991) conceptual “performative” framework to investigate the role of management control systems (MCSs) in the establishment of post-acquisition integration. The study adopts a qualitative case study approach, where data are collected and analysed from an Australian company which had recently completed a number of acquisitions. Findings demonstrate the performative powers and effects of MCSs, which contribute to shaping customer and sales integration activities, including the forms some resistance may take. In this case, a bitter betrayal was perceived to have occurred in an early stage of the merger, and this paper argues that the use of a performative theoretical framework has enabled subsequent post-acquisition integration strategies to be rendered more visible and thus actionable. Design/methodology/approach The study adopts a qualitative approach where data are collected and analysed from an Australian case study company which had recently completed a number of acquisitions. Research methods used include semi-structured interviews, a review of archival documents and observations to capture daily integration activities and practices of actors operating in the company. Findings Findings demonstrate the performative powers and effects of MCSs, which structure customer and sales integration activities and make post-acquisition integration relations strategy visible and actionable. Research limitations/implications Findings are only on one case study, and there is a need to undertake further detailed case studies across a range of industries and timeframes, plus, where possible, revisit such studies post hoc to assess the stability of success of the integration. Practical implications Integration strategy and strategic change may be constituted by non-human actants such as MCSs. Practitioners who are engaged in acquisitions and making integration decisions need to recognise that MCSs do not merely play a subordinate role to integration strategies, but rather is an important moderating variable that play an active role in their formulation, configuration and enactment. Originality/value A performative approach is taken to provide a broader analytical framework for analysing the construction and sustaining of post‐acquisition integration relations, where there is no distinction between technical and social dimensions of action but, rather, the two are merged. This makes it possible to overcome the limitations inherent in existing theoretical frameworks. Using this approach, integration relations involve construction of a network of entities that are enrolled to support, create and sustain the integration.

S Group’s vision for strategic transformation: “Your Own Store”

2015 ◽  
Vol 43 (4) ◽  
pp. 47-53 ◽  
Author(s):  
Kari Neilimo ◽  
Hannu Kuusela ◽  
Elina Närvänen ◽  
Hannu Saarijärvi
Keyword(s):  
Strategic Change ◽  
Transformation Process ◽  
Content Type ◽  
The Face ◽  
Practical Guidelines ◽  
Strategic Transformation ◽  
A Company ◽  
Case Organization

Purpose – The vision should ignite and facilitate strategic change as well as help a company to transform and reinvent itself in the face of competition. Too often executives use vision as a mere slogan without real relevance. The purpose of this study is to show how the vision guides strategic change. Design/methodology/approach – A case study from a successful multi-format, multi-industry service business is used to illustrate the role of vision in strategic change management. Findings – The article illustrates how the vision was used in practice in guiding the strategic transformation process of the case organization. The study presents four focal tasks of the vision and concludes with five practical guidelines for executives. Originality/value – The article highlights the role of vision as an important tool for managing strategic change.

scholarly journals Using work-based and work-applied learning to enhance the intellectual capital of organisations

2016 ◽  
Vol 8 (1) ◽  
pp. 56-64 ◽  
Author(s):  
Jonathan Garnett ◽  
Selva Abraham ◽  
Param Abraham
Keyword(s):  
Intellectual Capital ◽  
Strategic Change ◽  
Executive Education ◽  
Learning Needs ◽  
Applied Learning ◽  
Learning Capability ◽  
Content Type ◽  
Individual Preparation ◽  
Practical Implications

Purpose The purpose of this paper is to show how work-based and work-applied learning (WAL) can enhance the intellectual capital of organisations. Design/methodology/approach The paper draws organisational learning- and work-based learning literature and case study illustrations. Findings To achieve major strategic change in organisations requires working at senior level within the organisation to develop the capability of the organisation to learn and apply that learning strategically. WAL is explicitly geared to bring about change and enhance the learning capability within the organisation. Research limitations/implications There is a need for further longitudinal studies of organisations that have used the work-based and WAL approaches. Practical implications The conclusions reached have implications for higher education and non-award bearing executive education. Social implications The alignment of individual learning with organisational objectives positions learning as a co-operative part of working life rather than just individual preparation for employment. Originality/value The paper positions work-based learning and WAL as appropriate responses to the learning needs of organisations as well as individuals.

LINKING CHANGE TO SUCCESS OF ORGANIZATIONS: A CASE STUDY OF KENYA REVENUE AUTHORITY

2016 ◽  
Vol 1 (2) ◽  
pp. 1
Author(s):  
Vivian Akinyi ◽  
Mr. Okumu
Keyword(s):  
Interest Rates ◽  
Strategic Change ◽  
Resistance To Change ◽  
Primary Data ◽  
Fiscal Year ◽  
Strong Positive Correlation ◽  
Sources Of Resistance ◽  
Positive Correlation ◽  
Performance Variables

Purpose: The focused on linking change to success organization in the case of Kenya Revenue Authority.Methodology: A case study design was adopted. The population entailed 180 employees in management at KRA. A sample of 20% of the management employees was considered representative. Therefore, 36 managers were selected using a stratified systematic sampling technique where every fifth (5th) manager in the list obtained from the department was included in the sample. Primary data was collected by the use of a questionnaire and was the main data used in the research. Secondary data involved collection of already processed information such as KRA performance reports for the fiscal year 2004/2005, 2006/2007 and 2007/2008. The data collected was analysed by use of correlation analysis. In addition, general data such as demographics was analysed by use of descriptive statistics such as means and percentages. The data was then presented using tables, graphs and charts.Results: The type of change observed at KTRA was strategic change as opposed to evolutionary change. In addition, the management of KRA believed that people are rational and will follow their self-interest once it is revealed to them. A strong positive correlation was found to exist between the reform costs and the performance variables. Consequently a positive movement in the cost element of the reform initiatives was accompanied by a positive movement in the performance and vice versa. It was also noted that the costs of the reform /change initiatives were positive correlated with each other. Furthermore the three performance variables had a strong positive correlation with each other. Finally, it was observed that the significant sources of resistance were related to both the formulation and implementation stages of change managementUnique contribution to theory, practice and policy: The study recommended that the sources of resistance to change be addressed in order to boost the performance of KRA in terms of revenue collection and soft performance such as employee satisfaction and morale as well as customer satisfaction. The researcher suspects that the impressive performance of KRA is also attributed to good economic performance. Consequently, it is recommended that further research into the relationship between economic indicators such as interest rates, inflation rates, gross National product and KRA performance.

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