Being “Business-Like” in a Nonprofit Organization: A Grounded and Inductive Typology
Tóm tắt
Từ khóa
Tài liệu tham khảo
Bacharach, S. & Lawler, E. (1980). Power and politics in organizations. San Francisco: Jossey-Bass.
Brinckerhoff, P. (1994). How to turn your entrepreneurial skills toward your mission. Nonprofit World, 12(4), 17-19.
Brinckerhoff, P. (2000). Social entrepreneurship: The art of mission based venture development. New York: John Wiley & Sons.
Crimmins, J. & Keil, M. (1983). Enterprise in the nonprofit sector. Washington, DC: Partners for Livable Places.
Dart, R. (1999, May). Boundary blurring at the organization level: Do nonprofit business ventures fit in Lohmann’s (1992) Commons? Paper presented at the Independent Sector Research Forum, Alexandria, VA.
Day, K. & Devlin, R. (1997). The Canadian nonprofit sector: Canadian policy research networks. Toronto, Canada: The Canadian Policy Research Networks.
Dees, G., Emerson, J. & Economy, P. (2001). Enterprising nonprofits: A toolkit for social entrepreneurs. New York: John Wiley & Sons.
Dees, J. D. (1998, January-February). Enterprising nonprofits. Harvard Business Review, pp. 55-67.
DiMaggio, P. (1986). Nonprofit enterprise in the arts: Studies in mission and constraint. New York: Oxford University Press.
Emerson, J. & Twersky, F. (Eds.). (1996). New social entrepreneurs: The success, challenge, and lessons of non-profit enterprise creation. San Francisco: The Roberts Foundation.
Geertz, C. (1973). The interpretation of cultures. New York: Basic Books.
Hansmann, H. (1987). Economic theories of nonprofit organization. In W. W. Powell (Ed.), The nonprofit sector: A research handbook (pp. 27-42). New Haven, CT: Yale University Press.
Johnson, S. (2001). Social enterprise literature review. Edmonton, Canada: Canadian Centre for Social Entrepreneurship.
Kanter, R. M. (1999, May-June). From spare change to real change: The social sector as beta site for business innovation. Harvard Business Review, p. 12.
Kearns, K. (2000). Private sector strategies for social sector success. San Francisco: Jossey-Bass.
Kuttner, R. (1997). Everything for sale: The virtues and limits of markets. New York: Random House.
Miles, M. & Huberman, A. M. (1994). Qualitative data analysis: An expanded sourcebook. Thousand Oaks, CA: Sage.
Mintzberg, H. (1979). The structuring of organizations: A synthesis of research. Englewood Cliffs, NJ: Prentice-Hall.
Mintzberg, H. (1994). Rounding out the manager’s job. Sloan Management Review, 36(1), 11-26.
Mintzberg, H. (1996, May-June). Managing government, governing management. Harvard Business Review, pp. 75-83.
Morgan, G. (1986). Images of organization. Newbury Park, CA: Sage.
Neuman, L. (1994). Social research methods: Qualitative and quantitative approaches. Boston: Allyn & Bacon.
Oster, S. (1995). Strategic management of nonprofit organizations. Oxford, UK: Oxford University Press.
Reed, P. (1997). Defining the nonprofit sector in Canada: What questions should we be asking? Toronto, Canada: Canadian Policy Research Network—Roundtable on the Nonprofit Sector.
Saul, J. R. (1995). The unconscious civilization. Toronto, Canada: House of Anansi Press & the Canadian Broadcasting Corporation.
Shaw, E., Shaw, J. & Wilson, M. (2002). Unsung entrepreneurs: Entrepreneurship for social gain. Durham, UK: University of Durham Business School.
Skloot, E. (1987). Enterprise and commerce in nonprofit organizations. In W. Powell (Ed.), The non-profit sector: A research handbook (pp. 380-393). New Haven, CT: Yale University Press.
Strauss, A. & Corbin, J. (1990). Basics of qualitative research. Newbury Park, CA: Sage.
Weisbrod, B. (Ed.). (1998). To profit or not to profit: The commercial transformation of the nonprofit sector. Cambridge, MA: Cambridge University Press.
Yin, R. K. (1994). Case study research: Design and methods. Thousand Oaks, CA: Sage.
Zimmerman, B. & Dart, R. (1998). Charities doing commercial ventures: Societal and organizational implications. Toronto, Canada: Canadian Policy Research Network & the Trillium Foundation.