<abstract xml:lang="en" xmlns="http://www.w3.org/1999/xhtml"><p>The purpose of this paper is to analyse the contemporary literature on strategic management in non-profit organizations. The area at hand is divided into five categories: modern management and strategic management approaches/theories; analysis of the roles of externalities and internalities in the Third Sector; review of how strategic management has been applied for non-profit organizations; review of applications and enhanced identification of one or more strategies utilised by non-profit organizations; application of specific methods and tools in strategic management. Four dilemmas faced by modern management theory serve as a synthetic axis. First, how can the existing commercial management concepts and techniques be best adapted to the realities of the non-profit sector? Secondly, which of the established schools of strategic management is the most relevant one for non-profits? In fact, is it appropriate to look for a brand new school of thought? Thirdly, and this is again related to academic pursuits, what coherent theory can explain the efficiency of non-profit organizations. Fourthly, there is the dilemma what strategy to employ when faced with a choice between the willingness and the need to apply competitive strategies and the co-operative strategy in the third sector.</p></abstract>

The purpose of this paper is to analyse the contemporary literature on strategic management in non-profit organizations. The area at hand is divided into five categories: modern management and strategic management approaches/theories; analysis of the roles of externalities and internalities in the Third Sector; review of how strategic management has been applied for non-profit organizations; review of applications and enhanced identification of one or more strategies utilised by non-profit organizations; application of specific methods and tools in strategic management. Four dilemmas faced by modern management theory serve as a synthetic axis. First, how can the existing commercial management concepts and techniques be best adapted to the realities of the non-profit sector? Secondly, which of the established schools of strategic management is the most relevant one for non-profits? In fact, is it appropriate to look for a brand new school of thought? Thirdly, and this is again related to academic pursuits, what coherent theory can explain the efficiency of non-profit organizations. Fourthly, there is the dilemma what strategy to employ when faced with a choice between the willingness and the need to apply competitive strategies and the co-operative strategy in the third sector.

The Analysis and Synthesis of Strategic Management Research in the Third Sector from Early 2000 Through to Mid-2009

Faculty of Management, Warsaw University of Technology, Warsaw, Poland

Foundations of Management

The purpose of this paper is to analyse the contemporary literature on strategic management in non-profit organizations. The area at hand is divided into five...

The Analysis and Synthesis of Strategic Management Research in the Third Sector from Early 2000 Through to Mid-2009

Online veröffentlicht: 20. März 2012

Seitenbereich: 27 - 40

DOI: https://doi.org/10.2478/v10238-012-0040-9

Schlüsselwörter
strategic management, non-profit organizations, Third Sector, strategy, strategic planning, competitiveness

This content is open access.

The Analysis and Synthesis of Strategic Management Research in the Third Sector from Early 2000 Through to Mid-2009

Online veröffentlicht: 20. März 2012

Seitenbereich: 27 - 40

DOI: https://doi.org/10.2478/v10238-012-0040-9

Schlüsselwörterstrategic management, non-profit organizations, Third Sector, strategy, strategic planning, competitiveness

This content is open access.

Schlüsselwörter
strategic management, non-profit organizations, Third Sector, strategy, strategic planning, competitiveness