Implementation Through Risk Mitigation

Abstract

This article explores theory, concepts, and mechanisms concerning the implementation of strategic plans in the nonprofit organization (NPO). The authors’ model shows how risk-mitigating behaviors can facilitate strategic processes by promoting the harmonious interaction of internal and external stakeholders. Using an exploratory case study approach, the authors identify a set of enabling mechanisms for the NPO to overcome organizational resistance in the implementation phase of a strategic process. These adaptive mechanisms and iterative feedback tend to allow the NPO to implement strategy while mitigating the risk involved, thereby protecting the unique values, mission, and human fabric that characterize such organizations.

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