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Organizational Ambidexterity in Nonp...

Vario, Albert J.

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Organizational Ambidexterity in Nonprofit Organizations: A Descriptive Case Study to Uncover the Innovative Practices of a New England-Based Nonprofit Organization as Perceived by Key Organizational Decision Makers.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Organizational Ambidexterity in Nonprofit Organizations: A Descriptive Case Study to Uncover the Innovative Practices of a New England-Based Nonprofit Organization as Perceived by Key Organizational Decision Makers./
作者:	Vario, Albert J.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2017,
面頁冊數:	169 p.
附註:	Source: Dissertation Abstracts International, Volume: 78-09(E), Section: A.
Contained By:	Dissertation Abstracts International78-09A(E).
標題:	Organization theory. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10258674
ISBN:	9781369714685

Organizational Ambidexterity in Nonprofit Organizations: A Descriptive Case Study to Uncover the Innovative Practices of a New England-Based Nonprofit Organization as Perceived by Key Organizational Decision Makers.
Vario, Albert J.

Organizational Ambidexterity in Nonprofit Organizations: A Descriptive Case Study to Uncover the Innovative Practices of a New England-Based Nonprofit Organization as Perceived by Key Organizational Decision Makers. - Ann Arbor : ProQuest Dissertations & Theses, 2017 - 169 p.

Source: Dissertation Abstracts International, Volume: 78-09(E), Section: A.

Thesis (Ed.D.)--Northeastern University, 2017.

Many U.S. nonprofit organizations have faced financial hardships as a result of the recession that began in 2008. Reliant on charitable giving and government funding, these organizations have seen the poor economy impacting not only their bottom line, but also their ability to fulfill their missions. Organizational ambidexterity, the strategy of engaging in equal parts exploitation of their primary function and exploration of new opportunities, might be a solution for these firms as they look to achieve positive change and stabilization. This qualitative study addressed one research question: What is the relative balance of exploration and exploitation practices as perceived by key decision makers of a self-proclaimed ambidextrous New England--based nonprofit organization? The strategy of inquiry was that of a single-case descriptive case study. The organization, a nonprofit behavioral health service firm in Rhode Island, was purposefully selected (Maxwell, 2005) as best equipped to answer the research question. The researcher conducted six semistructured interviews with key organizational decision makers at the study site who were able to discuss the organization's ambidextrous tendencies and strategies. In addition, the researcher conducted nonparticipatory observations of the organization and reviewed a variety of company documents that further defined the firm's ambidextrous practices. Once analyzed, the data yielded insight into how the study site engaged in innovative practices and arrived at a relative balance of exploration and exploitation. A theme that quickly emerged illustrated that a culture of innovation permeated this organization and contributed to its explorative activities. Next, it became clear that the organization's innovative activities were rooted in the company's mission. The final theme emerged that the relative balance of exploration and exploitation practices at this nonprofit organization was dynamic and variable and fell far short of balanced. Nevertheless, this balance worked for the organization, demonstrating that achieving some level of ambidexterity is better than not engaging in any exploration at all. Nonprofits that focus solely on their mission risk stagnation and eventual demise, whereas those that explore new opportunities and the monetary gains associated with these innovations are better positioned to weather financial storms.

ISBN: 9781369714685Subjects--Topical Terms:

2122787
Organization theory.

Organizational Ambidexterity in Nonprofit Organizations: A Descriptive Case Study to Uncover the Innovative Practices of a New England-Based Nonprofit Organization as Perceived by Key Organizational Decision Makers.
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