Unpacking Not-for-profit Performance

Edward N. Gamble · Peter W. Moroz

20 citations0/0 files storedJournal of Social Entrepreneurship

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Entrepreneurship Studies and Influences Nonprofit Sector and Volunteering Community Development and Social Impact

Abstract

Little is known about the relationship between entrepreneurial orientation (EO) and performance within not-for-profit (NFP) organizations. Through the development of a conceptual framework for understanding how EO may function within an NFP context, we propose three separate interaction effect models to examine organizational performance outcomes as measured in terms of high growth. Four conceptualizations of high growth are offered. Based on a theoretical consideration of social capital and financial accounting theory, we propose that NFP executives who possess a combination of EO and two other key factors, a social mission orientation and financial sustainability orientation, will be a strong predictor of high-growth organizational performance. The model thus builds upon previous research that explores the relationship between entrepreneurial behavior, market orientation and performance by distinguishing between market and non-market stakeholders and the need to balance between both when pursuing entrepreneurial opportunities.

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References

1985Economic Action and Social Structure: The Problem of Embeddedness 1990Foundations of social theory 1997Capitalism, Socialism and Democracy 2000The Promise of Entrepreneurship as a Field of Research 1969The social psychology of organizing 1996Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance 1921Risk, Uncertainty and Profit 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts

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