The use of strategy tools in the non-profit sector
- Authors: Mawila, Melba Hlulani
- Date: 2017
- Subjects: Nonprofit organizations -- South Africa -- Management Strategic planning , Social entrepreneurship
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10948/45453 , vital:38618
- Description: This study undertook to explore the use of strategy tools in the NPO sector and also to determine if there are any differences in the use of tools between social enterprises and traditional NPOs. This was achieved by a Qualitative research methodology, where semi-structured interviews were subsequently conducted to answer the set research questions. The findings of the study indicated that NPOs use a combination of conceptual, material and other strategy tools during their strategizing activities. The findings also suggest that strategy practitioners use strategy tools eclectically by adapting them for their specific context. Lastly, the findings revealed that there are no significant differences in the use of strategy tools between social enterprises and traditional NPOs. The level and pace of change in the business environment has been steadily increasing during the past decades. However, the collapse of the financial markets in 2008/2009 intensified the impact of this change for many organisations. Change impacts organisations in a number of ways. The impact is, amongst others, mostly felt by Non-profit organisations (NPOs). Unlike for-profit organisations, NPOs rely heavily on external funders to fulfil their mission and sustain their organisations. On the other hand, organisations now have to reduce their corporate social responsibility budgets, international funders and governments have to re-direct their funds and individual funders have to tighten their belts.
- Full Text:
- Date Issued: 2017
- Authors: Mawila, Melba Hlulani
- Date: 2017
- Subjects: Nonprofit organizations -- South Africa -- Management Strategic planning , Social entrepreneurship
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10948/45453 , vital:38618
- Description: This study undertook to explore the use of strategy tools in the NPO sector and also to determine if there are any differences in the use of tools between social enterprises and traditional NPOs. This was achieved by a Qualitative research methodology, where semi-structured interviews were subsequently conducted to answer the set research questions. The findings of the study indicated that NPOs use a combination of conceptual, material and other strategy tools during their strategizing activities. The findings also suggest that strategy practitioners use strategy tools eclectically by adapting them for their specific context. Lastly, the findings revealed that there are no significant differences in the use of strategy tools between social enterprises and traditional NPOs. The level and pace of change in the business environment has been steadily increasing during the past decades. However, the collapse of the financial markets in 2008/2009 intensified the impact of this change for many organisations. Change impacts organisations in a number of ways. The impact is, amongst others, mostly felt by Non-profit organisations (NPOs). Unlike for-profit organisations, NPOs rely heavily on external funders to fulfil their mission and sustain their organisations. On the other hand, organisations now have to reduce their corporate social responsibility budgets, international funders and governments have to re-direct their funds and individual funders have to tighten their belts.
- Full Text:
- Date Issued: 2017
Developing a business model for growth in social enterprise : a case study of a hybrid organisation
- Authors: Olivier, Grant Jerome
- Date: 2013
- Subjects: Social entrepreneurship , Business planning , Free enterprise -- Social aspects , Small business -- Growth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8854 , http://hdl.handle.net/10948/d1020137
- Description: The Intshona Group of Companies operates in South Africa as a hybrid agribusiness combining entrepreneurial principles with a philosophy of social upliftment in Africa. This research views Intshona through the lens of social entrepreneurship theory, a hybrid research field with a dominant theme being the need for growth and scaling of impact, but which is seen as fragmented, containing ambiguities and lagging practice. In this research, a case study of Intshona is developed based on questionnaires and interviews with the organisation’s management, a concerned NGO, social beneficiaries as well as employees. The result is a two-way flow of knowledge integrating elements of existing social enterprise theory with Intshona’s business practices, building on a generic model of entrepreneurship and culminating in a business model for growth in a social enterprise. The research delivers strategic directives for Intshona for its future growth, presents a case study for addition to the body of knowledge on social entrepreneurship and concludes with suggestions for further research to continue developing theory.
- Full Text:
- Date Issued: 2013
- Authors: Olivier, Grant Jerome
- Date: 2013
- Subjects: Social entrepreneurship , Business planning , Free enterprise -- Social aspects , Small business -- Growth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8854 , http://hdl.handle.net/10948/d1020137
- Description: The Intshona Group of Companies operates in South Africa as a hybrid agribusiness combining entrepreneurial principles with a philosophy of social upliftment in Africa. This research views Intshona through the lens of social entrepreneurship theory, a hybrid research field with a dominant theme being the need for growth and scaling of impact, but which is seen as fragmented, containing ambiguities and lagging practice. In this research, a case study of Intshona is developed based on questionnaires and interviews with the organisation’s management, a concerned NGO, social beneficiaries as well as employees. The result is a two-way flow of knowledge integrating elements of existing social enterprise theory with Intshona’s business practices, building on a generic model of entrepreneurship and culminating in a business model for growth in a social enterprise. The research delivers strategic directives for Intshona for its future growth, presents a case study for addition to the body of knowledge on social entrepreneurship and concludes with suggestions for further research to continue developing theory.
- Full Text:
- Date Issued: 2013
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