The Limits of Nonprofit Impact: A Contingency Framework For Measuring Social Performance
AbstractLeaders of organizations in the social sector are under growing pressure to demonstrate their impacts on pressing societal problems such as global poverty. We review the debates around performance and impact, drawing on three literatures: strategic philanthropy, nonprofit management, and international development. We then develop a contingency framework for measuring results, suggesting that some organizations should measure long-term impacts, while others should focus on shorter-term outputs and outcomes. In closing, we discuss the implications of our analysis for future research on performance management.
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Bibliographic InfoPaper provided by Harvard Business School in its series Harvard Business School Working Papers with number 10-099.
Length: 53 pages
Date of creation: May 2010
Date of revision:
performance measurement; impact; nonprofit management; social enterprise; philanthropy; accountability; management control systems.;
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- Sakarya, Sema & Bodur, Muzaffer & Yildirim-Öktem, Özlem & Selekler-Göksen, Nisan, 2012. "Social alliances: Business and social enterprise collaboration for social transformation," Journal of Business Research, Elsevier, vol. 65(12), pages 1710-1720.
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