094390-15757 journal@srustiacademy.org

Srusti Management Review

A Journal of Management & IT

ISSN NO: 0974-4274(PRINT), ISSN NO: 2582-1148(ONLINE)Listed in Ulrich's Periodicals Directory, INDEXED IN J-GATE E-JOURNAL GATEWAY, EBSCOHOST, PROQUEST, U.S.A. & GOOGLE SCHOLAR A Peer Reviewed and Refereed Journal

Strategic Management of non Profit Organizations

Year 2012
Volume/Issue/Review Month Vol. - V | Spl. Issue I | Jan
Title Strategic Management of non Profit Organizations
Authors Dr. Memcha Loitongbam
Broad area Strategic Management of non Profit Organizations
Abstract
The research presented here contributes to the understanding of components
of strategic management and their relationships to organizational effectiveness.
Based on a sample of 75 nonprofit organizations, the study emphasizes
individual and diverse elements of the strategic management process. The
statistical analysis show significant relationships between some elements of
strategic management to organizational effectiveness suggesting that strategic
management elements contain significant but different signals.
Description Over the past several decades, NPOs have become major players in the field of international development. Several studies have emphasized the importance of the non profit sector to the nation’s economy, the vibrancy of our civil society, and the implemen
File
Referenceses
  • Antonelli, G. and De Liso, N. European Economic
  • Integration and Italian Labour Policies. Ashgate
  • Publishing, Ltd. 2004, 228.
  • Armstrong, J. “The value of formal planning for strategic
  • decisions”. Strategic Management Journal, 1982, 3,
  • 197-211
  • Babchuk, N., Marsey, N. R., & Gordon, S. W. “Men
  • and women in community agencies: A note
  • on power and prestige.” American Sociological Review,
  • 1960, 25, 393-403.
  • Barnard, C. The Functions of the Executive.
  • Cambridge, MA: Harvard University Press. 1938
  • Barrett, D., and Windham, S. R. “Hospital Boards and
  • Adaptability to Competitive Environments.” Health
  • Care Management Review, 1984, 9 (4), 11-20
  • Bartunek, J. M.. Changing interpretive schemes and
  • organizational restructuring: The example of a
  • religious order. Administrative Science Quarterly,
  • 1984, September, 29, 355-372
  • Boje, D. M., & Whetten, D. A.. Effects of rganizational
  • strategies and contextual constraints on centrality
  • and attributions of influence in interorganizational
  • networks. Administrative Science Quarterly, 1981,
  • September, 26, 378-395.48.
  • Chabotar, K. J. “Financial Ratio Analysis Comes to
  • Nonprofits.” Journal of Higher Education, 1989, 60
  • (2), 188-208.
  • Crittenden,W. F., Crittenden,V. L.,&Hunt, T. G. Planning
  • and stakeholder satisfaction
  • in religious organizations. Journal of Voluntary Action
  • Research, 1988, 17, 60-73.
  • Eden, C. And Ackermann, F. Making Strategy: The
  • Journey of Strategic Management. London: Sage,
  • 1998
  • Flynn, N. “Performance Measurement in Public
  • Sector Services.”Policy and Politics, 1986, 14 (3),
  • 389-404
  • Forbes, D. “Measuring the Unmeasurable: Empirical
  • Studies of Nonprofit Organization Effectiveness from
  • 1977 to 1997.” Nonprofit and Voluntary Sector
  • Quarterly, 1998, 27, 183-202
  • Galaskiewicz, J.,&Shatin, D.. Leadership and networking
  • among neighbourhood human service
  • organizations.Administrative Science Quarterly,1981,
  • September, 26, 434-4
  • Hall, W. K. Survival strategies in a hostile environment.
  • Harvard Business Review, 1985, 58(5), 75-85.
  • Herman, R. D., & Renz, D. O. “Multiple Constituencies
  • and the Social Construction of Nonprofit
  • Organization Effectiveness.” Nonprofit and
  • Voluntary Sector Quarterly, 1997, 26,185-206.
  • Herman, R. D., & Renz, D. O. “Nonprofit
  • Organizational Effectiveness: Contrasts Between
  • Especially Effective and Less Effective
  • Organizations.” Nonprofit Management and
  • Leadership, 1998, 9(1): 23-38.