Developmental Culture and Effectiveness in Nonprofit Organizations
Nonprofit organizations have historically been seen as a vanguard in U.S. civil society, supplying places and spaces for innovation and change to flourish. According to the Competing Values Culture Framework (CVCF), a developmental organizational culture, characterized by innovation and risk-taking,...
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| Autor*in: |
Langer, Julie [verfasserIn] |
|---|
| Format: |
Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2017 |
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| Rechteinformationen: |
Nutzungsrecht: © 2017 Taylor & Francis 2017 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Public performance & management review - Philadelphia, PA : Taylor Francis Group, 2000, 40(2017), 3, Seite 457 |
|---|---|
| Übergeordnetes Werk: |
volume:40 ; year:2017 ; number:3 ; pages:457 |
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| DOI / URN: |
10.1080/15309576.2016.1273124 |
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| 520 | |a Nonprofit organizations have historically been seen as a vanguard in U.S. civil society, supplying places and spaces for innovation and change to flourish. According to the Competing Values Culture Framework (CVCF), a developmental organizational culture, characterized by innovation and risk-taking, may help organizations respond to changes in their operating environments and be more effective at boundary-spanning activities, such as fostering external support, acquiring resources, and spurring growth. Despite its importance, the culture-effectiveness relationship has not been studied sufficiently in nonprofit organizations. The exploratory study described in this article examines the links between developmental culture and nonprofit organizational effectiveness. Results suggest that nonprofit executive directors see organizational culture as more than a phenomenon to be experienced. Specifically, findings indicate that executive directors perceive there to be a positive and significant relationship between developmental culture and how effective their organization is at performing boundary-spanning activities. The practical and theoretical implications of this finding are discussed. | ||
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10.1080/15309576.2016.1273124 doi PQ20170501 (DE-627)OLC1991983271 (DE-599)GBVOLC1991983271 (PRQ)informaworld_taylorfrancis_10_1080_15309576_2016_12731240 (KEY)0017966320170000040000300457developmentalcultureandeffectivenessinnonprofitorg DE-627 ger DE-627 rakwb eng 300 330 DNB 85.00 bkl Langer, Julie verfasserin aut Developmental Culture and Effectiveness in Nonprofit Organizations 2017 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier Nonprofit organizations have historically been seen as a vanguard in U.S. civil society, supplying places and spaces for innovation and change to flourish. According to the Competing Values Culture Framework (CVCF), a developmental organizational culture, characterized by innovation and risk-taking, may help organizations respond to changes in their operating environments and be more effective at boundary-spanning activities, such as fostering external support, acquiring resources, and spurring growth. Despite its importance, the culture-effectiveness relationship has not been studied sufficiently in nonprofit organizations. The exploratory study described in this article examines the links between developmental culture and nonprofit organizational effectiveness. Results suggest that nonprofit executive directors see organizational culture as more than a phenomenon to be experienced. Specifically, findings indicate that executive directors perceive there to be a positive and significant relationship between developmental culture and how effective their organization is at performing boundary-spanning activities. The practical and theoretical implications of this finding are discussed. Nutzungsrecht: © 2017 Taylor & Francis 2017 nonprofit organizations organizational theory and behavior organizational effectiveness nonprofit management LeRoux, Kelly oth Enthalten in Public performance & management review Philadelphia, PA : Taylor Francis Group, 2000 40(2017), 3, Seite 457 (DE-627)319864758 (DE-600)2026052-0 (DE-576)091208653 1530-9576 nnns volume:40 year:2017 number:3 pages:457 http://dx.doi.org/10.1080/15309576.2016.1273124 Volltext http://www.tandfonline.com/doi/abs/10.1080/15309576.2016.1273124 GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW SSG-OLC-POL GBV_ILN_26 GBV_ILN_2035 GBV_ILN_4700 85.00 AVZ AR 40 2017 3 457 |
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Nonprofit organizations have historically been seen as a vanguard in U.S. civil society, supplying places and spaces for innovation and change to flourish. According to the Competing Values Culture Framework (CVCF), a developmental organizational culture, characterized by innovation and risk-taking, may help organizations respond to changes in their operating environments and be more effective at boundary-spanning activities, such as fostering external support, acquiring resources, and spurring growth. Despite its importance, the culture-effectiveness relationship has not been studied sufficiently in nonprofit organizations. The exploratory study described in this article examines the links between developmental culture and nonprofit organizational effectiveness. Results suggest that nonprofit executive directors see organizational culture as more than a phenomenon to be experienced. Specifically, findings indicate that executive directors perceive there to be a positive and significant relationship between developmental culture and how effective their organization is at performing boundary-spanning activities. The practical and theoretical implications of this finding are discussed. |
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Nonprofit organizations have historically been seen as a vanguard in U.S. civil society, supplying places and spaces for innovation and change to flourish. According to the Competing Values Culture Framework (CVCF), a developmental organizational culture, characterized by innovation and risk-taking, may help organizations respond to changes in their operating environments and be more effective at boundary-spanning activities, such as fostering external support, acquiring resources, and spurring growth. Despite its importance, the culture-effectiveness relationship has not been studied sufficiently in nonprofit organizations. The exploratory study described in this article examines the links between developmental culture and nonprofit organizational effectiveness. Results suggest that nonprofit executive directors see organizational culture as more than a phenomenon to be experienced. Specifically, findings indicate that executive directors perceive there to be a positive and significant relationship between developmental culture and how effective their organization is at performing boundary-spanning activities. The practical and theoretical implications of this finding are discussed. |
| abstract_unstemmed |
Nonprofit organizations have historically been seen as a vanguard in U.S. civil society, supplying places and spaces for innovation and change to flourish. According to the Competing Values Culture Framework (CVCF), a developmental organizational culture, characterized by innovation and risk-taking, may help organizations respond to changes in their operating environments and be more effective at boundary-spanning activities, such as fostering external support, acquiring resources, and spurring growth. Despite its importance, the culture-effectiveness relationship has not been studied sufficiently in nonprofit organizations. The exploratory study described in this article examines the links between developmental culture and nonprofit organizational effectiveness. Results suggest that nonprofit executive directors see organizational culture as more than a phenomenon to be experienced. Specifically, findings indicate that executive directors perceive there to be a positive and significant relationship between developmental culture and how effective their organization is at performing boundary-spanning activities. The practical and theoretical implications of this finding are discussed. |
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| title_short |
Developmental Culture and Effectiveness in Nonprofit Organizations |
| url |
http://dx.doi.org/10.1080/15309576.2016.1273124 http://www.tandfonline.com/doi/abs/10.1080/15309576.2016.1273124 |
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LeRoux, Kelly |
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| doi_str |
10.1080/15309576.2016.1273124 |
| up_date |
2024-07-04T04:01:40.684Z |
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