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Private Sector Tools for Social Missions? How Nonprofit Leaders Adapt Management Frameworks in Practice

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  • Brown, Sarah R.
  • French, Max
  • Checchi, Marco

Abstract

Private sector management frameworks (PSMFs) are increasingly utilised by nonprofit leaders to drive strategy and manage operations. While some scholars laud PSMFs for enhancing nonprofit productivity and strategic effectiveness, others contend they are ill-suited for a social mission context. This study addresses a pragmatic route forward, exploring how nonprofit leaders of organisations in the UK and US adapt PSMFs to befit their nonprofit context. Through in-depth interviews and document analysis we explore PSMF translation in six cases, revealing three distinct “PSMF translation” approaches: Responsive, Proactive and Mediative. These categories demonstrate senior leaders are intentional actors who rework private sector logic to fit functional nonprofit needs, bridging the dual demands for commercial efficiency and social impact. We conclude by addressing the currently ad hoc and atomised state of PSMF usage, calling for scholars, policymakers and field leaders to support informed PSMF translation across the social sector.

Suggested Citation

  • Brown, Sarah R. & French, Max & Checchi, Marco, 2026. "Private Sector Tools for Social Missions? How Nonprofit Leaders Adapt Management Frameworks in Practice," SocArXiv 946ca_v1, Center for Open Science.
    • Handle: RePEc:osf:socarx:946ca_v1
    DOI: 10.31219/osf.io/946ca_v1
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    References listed on IDEAS

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    1. Graham Manville & Martin Broad, 2013. "Changing Times for Charities: Performance management in a Third Sector Housing Association," Public Management Review, Taylor & Francis Journals, vol. 15(7), pages 992-1010, October.
    2. McDonald, Robert E. & Masselli, John J. & Chanda, Bob, 2021. "Nonprofit business model innovation as a response to existential environmental threats: Performing arts in the United States," Journal of Business Research, Elsevier, vol. 125(C), pages 750-761.
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