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Case Study of a Private Nonprofit Fo...

Phelan, Franci.

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Case Study of a Private Nonprofit Foundation's Adaptation of the Performance Management Process and the Relationship to Isomorphic Pressures from a Microfoundation Perspective.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Case Study of a Private Nonprofit Foundation's Adaptation of the Performance Management Process and the Relationship to Isomorphic Pressures from a Microfoundation Perspective./
作者:	Phelan, Franci.
面頁冊數:	206 p.
附註:	Source: Dissertation Abstracts International, Volume: 76-01(E), Section: A.
Contained By:	Dissertation Abstracts International76-01A(E).
標題:	Organization theory. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3634428
ISBN:	9781321149999

Case Study of a Private Nonprofit Foundation's Adaptation of the Performance Management Process and the Relationship to Isomorphic Pressures from a Microfoundation Perspective.
Phelan, Franci.

Case Study of a Private Nonprofit Foundation's Adaptation of the Performance Management Process and the Relationship to Isomorphic Pressures from a Microfoundation Perspective. - 206 p.

Source: Dissertation Abstracts International, Volume: 76-01(E), Section: A.

Thesis (Ed.D.)--The George Washington University, 2014.

This item must not be sold to any third party vendors.

Problem. Nonprofit entities are rapidly adopting practices that originated in the for-profit sector, with the assumption that their effectiveness will translate to a social values-based environment. However, many such practices are met with mixed results in nonprofit environments. Given the limited resources and service focus of nonprofits, stakes are inordinately high, and leaving outcomes to chance is difficult to defend. The level of efficacy in these organizations' adapted practices can significantly impact achievement of their respective missions. There is limited extant literature about the implementation of such practices.

ISBN: 9781321149999Subjects--Topical Terms:

2122787
Organization theory.

Case Study of a Private Nonprofit Foundation's Adaptation of the Performance Management Process and the Relationship to Isomorphic Pressures from a Microfoundation Perspective.
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245 1 0 $a Case Study of a Private Nonprofit Foundation's Adaptation of the Performance Management Process and the Relationship to Isomorphic Pressures from a Microfoundation Perspective.
300 $a 206 p.
500 $a Source: Dissertation Abstracts International, Volume: 76-01(E), Section: A.
500 $a Adviser: Andrea Casey.
502 $a Thesis (Ed.D.)--The George Washington University, 2014.
506 $a This item must not be sold to any third party vendors.
520 $a Problem. Nonprofit entities are rapidly adopting practices that originated in the for-profit sector, with the assumption that their effectiveness will translate to a social values-based environment. However, many such practices are met with mixed results in nonprofit environments. Given the limited resources and service focus of nonprofits, stakes are inordinately high, and leaving outcomes to chance is difficult to defend. The level of efficacy in these organizations' adapted practices can significantly impact achievement of their respective missions. There is limited extant literature about the implementation of such practices.
520 $a Procedures. This qualitative case study examined a large, private philanthropic foundation. Research questions explored the role of isomorphic pressures in its adaptation of performance management, as well as related microfoundations and actions described therein. Data were gathered through 12 on-site interviews with senior leaders, human resources professionals, and other employees, as well as through observation, field notes/journaling, and analysis of documents. Data were recorded, transcribed, coded, and analyzed for patterns and themes.
520 $a Findings. The study resulted in five overall findings, including that, at different stages of the foundation's performance management development, all three isomorphic pressures---coercive, mimetic, and normative---were present. Further, micro actions in the adaptation process were taken in response to inefficiencies. A specific, repeatable process used to assess and introduce processes was an implementation and change cycle with a dedicated feedback loop. The vehicle for accomplishing adaptation was a cross-functional task force, and the most frequently mentioned need in the foundation was for frequent, regular, and quality feedback.
520 $a Conclusions. Isomorphism continues to influence adaptation as long as its influence remains relevant, and the relationship between adoption and adaptation of processes is iterative and cyclical. Collaborative microstructures and actions are conducive to continual adaptation. In this study, isomorphic pressures for best practices led to the placement of for-profit experts as functional leaders, and the founder's background in the for-profit technical sector influenced the nonprofit environment of the foundation. Finally, if employees understand and contribute to an organization's desired way of working, then confidence in and adaptation of micro actions are enhanced.
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710 2 $a The George Washington University. $b Human and Organizational Learning. $3 1020303
773 0 $t Dissertation Abstracts International $g 76-01A(E).
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791 $a Ed.D.
792 $a 2014
793 $a English
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