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Linking Organizational Values to Relationships with External Constituents: A Study of Nonprofit Professional Theatres

Author

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  • Glenn B. Voss

    (Department of Business Management, North Carolina State University, Raleigh, North Carolina 27695-7229)

  • Daniel M. Cable

    (Kenan-Flagler Business School, University of North Carolina at Chapel Hill, Chapel Hill, North Carolina 27599-3490)

  • Zannie Giraud Voss

    (Program in Drama, Duke University, 209 Bivins Building, Box 90680, Durham, North Carolina 27708)

Abstract

This study explores the organizational values that characterize firms in the nonprofit professional theatre industry, and examines the links between firms' organizational values and their relationships with external constituents. Using grounded research methods, we uncover five value dimensions that are relevant to arts organizations: prosocial, artistic, financial, market, and achievement. Using a sample of 97 nonprofit theatres, we extend our qualitative inquiry with an empirical investigation of how firms enact their organizational values to build and maintain relationships with external constituents. Results from a two-wave survey design indicate consistent patterns of association between organizational values and (1) perceptions of values congruence with external constituents, (2) human resource allocation and programming decisions that firms make to support relationships with external constituents, and (3) the level of financial resources that firms obtain from their relationships with different external constituents. Interestingly, results from both investigations hint at underlying tensions between competing values in cultural firms, such as pressures to be both artistic- and market-oriented.

Suggested Citation

  • Glenn B. Voss & Daniel M. Cable & Zannie Giraud Voss, 2000. "Linking Organizational Values to Relationships with External Constituents: A Study of Nonprofit Professional Theatres," Organization Science, INFORMS, vol. 11(3), pages 330-347, June.
    • Handle: RePEc:inm:ororsc:v:11:y:2000:i:3:p:330-347
    DOI: 10.1287/orsc.11.3.330.12497
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    References listed on IDEAS

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    Cited by:

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    3. Pawan V. Bhansing & Mark A. A. M. Leenders & Nachoem M. Wijnberg, 2016. "Selection system orientations as an explanation for the differences between dual leaders of the same organization in their perception of organizational performance," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 20(4), pages 907-933, December.
    4. Frances Bowen & Aloysius Newenham-Kahindi & Irene Herremans, 2010. "When Suits Meet Roots: The Antecedents and Consequences of Community Engagement Strategy," Journal of Business Ethics, Springer, vol. 95(2), pages 297-318, August.
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    6. Godoy, Sarah & Kainz, Kirsten & Brevard, Kanisha & Keyes, Oprah, 2022. "A conceptual model to guide collaborative reflective practice and values-driven child welfare decision-making," Children and Youth Services Review, Elsevier, vol. 143(C).
    7. Bhansing, Pawan V. & Leenders, Mark A.A.M. & Wijnberg, Nachoem M., 2012. "Performance effects of cognitive heterogeneity in dual leadership structures in the arts: The role of selection system orientations," European Management Journal, Elsevier, vol. 30(6), pages 523-534.
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    9. Zannie Giraud Voss & Daniel M. Cable & Glenn B. Voss, 2006. "Organizational Identity and Firm Performance: What Happens When Leaders Disagree About “Who We Are?”," Organization Science, INFORMS, vol. 17(6), pages 741-755, December.
    10. Durand, Rodolphe & Hadida, Allègre L., 2016. "Logic combination and performance across occupational communities: The case of French film directors," Journal of Business Research, Elsevier, vol. 69(7), pages 2371-2379.
    11. Joris Ebbers & Nachoem Wijnberg, 2012. "The effects of having more than one good reputation on distributor investments in the film industry," Journal of Cultural Economics, Springer;The Association for Cultural Economics International, vol. 36(3), pages 227-248, August.
    12. Paul DiMaggio, 2003. "Nonprofit Organizations and the Intersectoral Division of Labor in the Arts," Working Papers 37, Princeton University, School of Public and International Affairs, Center for Arts and Cultural Policy Studies..
    13. Christian Schultz & Sabine Einwiller & Jens Seiffert-Brockmann & Wolfgang Weitzl, 2019. "When Reputation Influences Trust in Nonprofit Organizations. The Role of Value Attachment as Moderator," Corporate Reputation Review, Palgrave Macmillan, vol. 22(4), pages 159-170, November.
    14. F. Ted Tschang, 2007. "Balancing the Tensions Between Rationalization and Creativity in the Video Games Industry," Organization Science, INFORMS, vol. 18(6), pages 989-1005, December.
    15. Mohan Gopinath & Aswathi Nair & Viswanathan Thangaraj, 2018. "Espoused and Enacted Values in an Organization: Workforce Implications," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 43(4), pages 277-293, November.
    16. Michael Jensen & Bo Kyung Kim, 2014. "Great, Madama Butterfly Again! How Robust Market Identity Shapes Opera Repertoires," Organization Science, INFORMS, vol. 25(1), pages 109-126, February.
    17. Elaine Wallace & Leslie Chernatony & Isabel Buil, 2011. "How Leadership and Commitment Influence Bank Employees’ Adoption of their Bank’s Values," Journal of Business Ethics, Springer, vol. 101(3), pages 397-414, July.
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