Strategic Management and Change in High Dependency Environments: The Case of a Philanthropic Organization |
| |
Authors: | Email author" target="_blank">Ta?eb?HafsiEmail author Howard?Thomas |
| |
Institution: | 1.International Strategic Management, Ecole des Hautes Etudes Commerciales,Montreal,Canada;2.Warwick Business School,United Kingdom;3.HEC Montreal,Montreal,Canada |
| |
Abstract: | On the basis of a detailed, in-depth study of the operations and strategic decision-making of Centraide, a charitable organization
in Greater Montreal, this paper suggests that dependency on the environment can be a stimulus to organizational adaptation.
Two major changes over a 10-year period are studied to show that strategic management in high dependency situations requires
a continual attention to the organization's relationships and interactions with the forces in its environment, and a continuous
management of the process by which change takes place. The basic position advanced is that: strategy in philanthropic organizations
is more effective in ensuring survival and growth when the search for autonomy is seen as irrelevant and when dependence is
seen as an unavoidable fact that should shape behavior. A set of propositions helps conceptualize the findings and is offered
as a guide for further research. |
| |
Keywords: | nonprofit organizations strategic management environment– organization relations institutional theory of organizations high dependency strategic change Centraide Canada |
本文献已被 SpringerLink 等数据库收录! |