The Regulatory Environment of Non-Profit Higher Education and Research Institutions and Its Implications for Managerial Strategy

The concept of strategy in non-profit higher education is a contested issue. It is argued that strategy, in the business sense, does not apply to a substantially public and more institutionalized sector such as higher education and is not achievable in complex, loosely coupled organizations such as universities. Additionally, strategy does not sit easily with organizations operating in regulated contexts limiting competitive market pressures. This chapter discusses the regulatory environment of non-profit higher education by focusing on one of the most highly regulated disciplines: medical education and research. The chapter will begin by developing a context for discussion by firstly mapping the landscape of Australian medical education and research. Subsequently, the chapter argues that medical schools and research institutes need to exercise as much discretion as they can in the area under their control, develop sound strategies to deal with their changed circumstances, and develop a coherent and defensible basis for decision making through assessing their environment.

Banding Organization, Management, and Leadership Theories to Identify Managerial Strategies

This chapter considers the lack of knowledge by both non-profit and for-profit organizations in building business models and developing global managerial strategies; as well as, considers the need for organizations to understand open transformation of organizational structure with an autonomous mindset of each stakeholder and unification of the organizational system. The focus of perspectives points to what is needed to understand behavior stemming from the culture of the organization and what it takes to structure or restructure its culture to fit with the 21st century's demands and growing global perspectives. Explanations are given as to how some theories and disciplines need to band together to bring out deeper meanings of phenomena to address managerial and leadership strategies. There are six figures and one table highlighting developmental processes of successful organizational systems. These will be used as roadmaps in developing on-going constructs to navigate assessments, training, and transformation processes of an organization.

Shared Value Creation for Sustainability in Not-for-Profit Organisations

The objective of this chapter is to delineate the sustainability problems encountered by not-for-profit organisations and to explore how these challenges can be can be managed through shared value creation by the stakeholders. Case study-abductive research methodology was adopted to explore stakeholder shared values and sustainability. This method of study is especially useful for trying to test theoretical models by using them in real world situations. Findings revealed that the sustainability strategy in not for profit organizations must be a holistic approach. Such an approach needs to build upon value-creation that is integrated to develop social entrepreneurship and create social capital along the three dimensions which includes innovative, proactive, and risk management behavior. This chapter contributes to the shared value with stakeholders to provide a social enterprise pathway for a not for profit organization to achieve long-term financial sustainability while maintaining the core social mission and objectives.

A Business-Like Strategic Model That Works?

The application of the business-like strategic model in the nonprofit sector has attracted increasing attention from scholars and practitioners in both western countries and Asian countries like China. In order to assess how the business-like strategic model can be applied successfully in an authoritarian regime, this Chapter concentrates on a single case in China's context, the Nonprofit Incubator (NPI), to identify the contributing factors to its success in applying the business-like strategic model. Drawing from two theoretical frameworks of policy window and balanced scorecard, this chapter examines the internal and external management of NPI to investigate how, and to what extent, a business-like strategic model is adopted in the context of China. Findings indicate that organizational needs to be very sensitive to both internal and external managerial environment so as to achieve its success. This chapter argues that the business-like strategic model is feasible in China without any obvious disparity compared with its implication in Western countries.

Social Media Use by Chambers of Commerce and Industry (TCCI) in Turkey

This chapter empirically investigates the Turkish chambers of commerce and industry's social media usage. Specifically, the research explores the prevalence, types, frequency, reasons, and the most importantly effectiveness of social media usage among the Turkish Chambers of Commerce and Industry (TCCI). A web based survey conducted to gather data from the TCCI. The chapter consists of five main parts: Introduction, social media as a modern business imperative, survey about social media usage in Turkish chambers of commerce and industry, and conclusion.

Project Portfolio Management

Project Portfolio Management is a relatively new practice for the majority of non-government organisations. Project portfolio management is important in the areas of management and education of third sector practitioners. However, project portfolio management, corporate management tools are usually used in the business sector with very little research undertaken in the non-government sectors. This chapter fills that research gap by identifying and analysis of project portfolio management practices in non-governmental organizations. Findings suggest that non-government organisations manage multiple projects simultaneously but that project portfolio management could support them to build their portfolio in accordance with a strategic plan that can fulfil their strategic objectives efficiently and effectively.

Big Data in Higher Education

Big Data refers to large volumes of information – on diseases, ticket sales, and so on – that standard database tools such as MySQL and Oracle, cannot easily process. Thus, data analytics tools, such as InfoGram and Google Fusion Tables, are required to manage the information. The processed data is useful in several ways. For instance, public health officials may use the results of the analysis to explain the spread of viruses including the H1N1 virus (Mayer-Schönberger & Cukier, 2014, p. 2). Airplane companies may use the results to predict changes in ticket prices. Apart from the medical and aviation industries, institutions of higher learning also collect significantly large quantities of data. Hence, the analysis of Big Data also takes place in higher education. The beneficiaries of the analysis include students and administrators.

Operational Challenges in Hybrid Organizations

The last few years have witnessed the emergence of hybrid business models, in particular, social enterprises, which combine social and economic concerns in the same extent. Social enterprises are ambidextrous organizations that conduct activities to meet the social needs of their target beneficiaries simultaneously with income generating activities. This hybrid operational nature raises new questions about the definition and identification of an effective operations management strategy. The present chapter aims to identify the main operational challenges faced by hybrid organization in order to open avenues for future research. Drawing on current literature, the main concepts, the definition of an operations strategy and the social enterprises as hybrid organizations, are discussed. Findings suggest that the main operational challenges arise from hybridity. This chapter contributes to the theory and practices of social enterprises and concludes by identifying some opportunities for future research.

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

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.

Re-Inventing the Social Business Model

The recent global economic crises and the decline of the traditional welfare state are challenging the development of third sector organisations involved in the provision of public services. With the support of the Italian case and the experiences of different Italian third sector organisations, this contribution highlights how organisational survival and growth require reinvention of the business model, commencing with the concept of social, economic and environmental sustainability. The scope of third sector organisations depends on the type of government, the stage of economic development, the model of civil society, the existence of philanthropic traditions and the law and regulation. All these variables affect the business model of third sector organisations. This chapter contributes to the third sector knowledge in Italy and concludes with a discussion on solutions that are able to incentivize the use of entrepreneurial principles, stimulate networking, cooperation and growth while maintaining the relationship with the territories.