TY - JOUR
T1 - Strategic invasion
T2 - Response of the voluntary nonprofit to strategic processes
AU - Sharp, Ziva
AU - Brock, David M.
PY - 2010
Y1 - 2010
N2 - Purpose: The purpose of this paper is to examine the encounter between the voluntary nonprofit organization (VNPO) and the strategic process in order to study how these organizations may harness strategic processes in a way that somehow does not threaten their cultures and social mission. Design/methodology/approach: The paper adopts an exploratory case study approach. Findings: The case study identifies a set of complex, multi-faceted behaviors that serve a dual role, functioning simultaneously as both inhibitors and enablers of the strategic process. As a framework for future research, the paper proposes a two-dimensional scheme which models the scope and mode of organizational behavior in a strategic process. The case study indicates that VNPOs may tend to adopt what is classified as a "sectional-organic" pattern of response. This pattern of response balances the organization's needs for continuity and change, enabling the execution of the process in a manner compatible with the specific organizational characteristics of the VNPO. Originality/value: Previous studies of strategic processes in the VNPO have reported resistance and partial, stunted processes, stemming from the organization's need to protect its mission-oriented identity from the threats posed by a strategic process. However, the results of this case study, in which the subject organization managed to successfully develop an effective strategic plan, suggest that the behavior pattern of the VNPO in a strategic process may not be strictly defensive.
AB - Purpose: The purpose of this paper is to examine the encounter between the voluntary nonprofit organization (VNPO) and the strategic process in order to study how these organizations may harness strategic processes in a way that somehow does not threaten their cultures and social mission. Design/methodology/approach: The paper adopts an exploratory case study approach. Findings: The case study identifies a set of complex, multi-faceted behaviors that serve a dual role, functioning simultaneously as both inhibitors and enablers of the strategic process. As a framework for future research, the paper proposes a two-dimensional scheme which models the scope and mode of organizational behavior in a strategic process. The case study indicates that VNPOs may tend to adopt what is classified as a "sectional-organic" pattern of response. This pattern of response balances the organization's needs for continuity and change, enabling the execution of the process in a manner compatible with the specific organizational characteristics of the VNPO. Originality/value: Previous studies of strategic processes in the VNPO have reported resistance and partial, stunted processes, stemming from the organization's need to protect its mission-oriented identity from the threats posed by a strategic process. However, the results of this case study, in which the subject organization managed to successfully develop an effective strategic plan, suggest that the behavior pattern of the VNPO in a strategic process may not be strictly defensive.
KW - Non-profit organizations
KW - Organizational behaviour
KW - Strategic planning
UR - http://www.scopus.com/inward/record.url?scp=77954422531&partnerID=8YFLogxK
U2 - 10.1108/19348831011062157
DO - 10.1108/19348831011062157
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AN - SCOPUS:77954422531
SN - 1934-8835
VL - 18
SP - 321
EP - 339
JO - International Journal of Organizational Analysis
JF - International Journal of Organizational Analysis
IS - 3
ER -