Matching Items (4)
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- All Subjects: Organizational Behavior
- Creators: Mook, Laurie
Description
Nonprofits provide social goods: They deliver needed community services, mobilize groups for social causes, allow individuals to express values and faith, and provide a space for people to generate social innovations. Some nonprofits may continue indefinitely; others intentionally finish operations when its mission is accomplished; yet others may experience diminished capacity to operate that lead them to stop operations temporarily or permanently (e.g., closures). This research aims to uncover the elements and conditions that lead nonprofits to discontinue operations. By challenging the dichotomous paradigm of the life course in nonprofits that assigns organizations to alive vs. dead categories, this research uses the concept of organizational discontinuity to integrate the understanding of the diverse ways in which nonprofits suspend operations. To explain organizational discontinuities, a conceptual framework rooted in organizational theories is presented. Nonprofits under study come from a national subsample of 501(c)(3) charities that reported operations in 2003 and no longer showed evidence of continued activity in 2019. To characterize the types of discontinuities, this research uses organizational autopsies, which is a research method that uses administrative and online secondary data to diagnose the operational status of nonprofits. To further understand organizational discontinuities, this research presents a closer look at two representative phenomena, closures and dissolutions of non-surviving organizations in mergers. Case studies of 36 organizations help to identify the elements associated with organizational discontinuities in nonprofits. Results include a detailed categorization of types of organizational discontinuities and an identification of the internal and external elements associated with closures and mergers in older nonprofits. Conceptually, this research aims to contribute to the discussion of organizational change in nonprofits as an irregular and multicausal process. Data and method advancements include the use of online secondary data as an alternative to breaking with the existing reliance on administrative data in studies of the nonprofit sector. Finally, the results of this research aim to inform practitioners about the capacity-building areas that organizations should strengthen to prevent discontinuity of operations.
ContributorsHernandez Ortiz, Tania Lizzeth (Author) / Hager, Mark A (Thesis advisor) / Lecy, Jesse D (Committee member) / Mook, Laurie (Committee member) / Searing, Elizabeth A M (Committee member) / Arizona State University (Publisher)
Created2022
Description
Applying the theory of dynamic capabilities, this research explores the procedures and the outcomes of adaptations in disaster relief nonprofit organizations. Using the in-depth interviews and survey data from the managers of disaster relief nonprofit organizations in Arizona, Florida, and New Jersey, this research answers three key questions: 1) How do disaster relief nonprofit organizations apply their dynamic capabilities to make adaptations? 2) What are the impacts of dynamic capabilities, including sensing, learning, integrating, and coordinating capabilities, on the performance of disaster relief nonprofit organizations in service provision, public policy engagement, and community social capital cultivation? 3) Taking the network of Voluntary/Community Organizations Active in Disasters (VOAD/COAD) as an example, can the dynamic capabilities of disaster relief nonprofit organizations explain the variation of network engagement and the gained benefits from the network among the VOAD/COAD members? The results show that the procedures of adaptation in disaster relief nonprofit organizations are associated with a rhizomic rather than a linear approach, which is implied by the theory of dynamic capabilities. Strategic connectivity, temporal simultaneity, and directional flexibility are the three critical features of the rhizome model. Additionally, dynamic capabilities significantly influence organizational performance in service provision, public policy engagement, and social capital cultivation, although sensing, learning, integrating, and coordinating capabilities shape performance differently. Moreover, network engagement, as an uncommon practice for disaster relief nonprofit organizations, is also impacted by the dynamic capabilities of disaster relief nonprofit organizations. The result shows that dynamic capabilities, especially learning capability, can promote the acquired benefits of disaster relief nonprofit organizations by bringing them more support in volunteer management and financial opportunities.
The findings not only advance the current discussion about nonprofit engagement in disaster management but also add knowledge on dynamic capabilities in the third sector. The exploration of adaptations in disaster relief nonprofit organizations and the operation of the VOAD/COAD network provides valuable implications to both nonprofit managers and government officials.
ContributorsLi, Peiyao (Author) / Wang, Lili (Thesis advisor) / Mook, Laurie (Thesis advisor) / Gerber, Brian (Committee member) / Gall, Melanie (Committee member) / Kapucu, Naim (Committee member) / Arizona State University (Publisher)
Created2023
Description
In this study, I explore a 20-plus-year process of how one research-intensive university in the United States integrated entrepreneurship into a university-wide initiative to develop an entrepreneurial culture. This research study focuses on the process of how entrepreneurial culture was developed through the implementation of three social entrepreneurship pitch competitions. I designed and implemented this study using organizational and critical ethnography methodologies. Organizational ethnography is a qualitative research approach that immerses the researcher in the natural context of an organization to understand its social dynamics, cultural practices, and lived experiences. Critical ethnography is an interpretive research methodology that aims to uncover power dynamics, social inequalities, and injustices within organizations by examining the underlying structures that shape individuals' experiences and interactions. I used qualitative research methods to understand the everyday work and activity that shaped the experience of entrepreneurial culture through textual document analysis, observations, and interviews with students, faculty, and staff. My work was guided by the following research question: How do faculty, staff, administration, and students create entrepreneurial culture through the production of social entrepreneurship education at a research-intensive university?
Through this analysis, I discuss how pitch competitions serve as a prominent ritual and routine of entrepreneurship education at Startup U, in most cases fostering existing entrepreneurial self-efficacy. However, a disconnect exists between faculty intentions for developing an entrepreneurial mindset and the organizational structures supporting student learning, with pitch competitions outside the classroom often emphasizing high-tech, high-growth ventures, potentially excluding ideas developed from Startup U's broad operating definition of entrepreneurship. These findings highlight the influence of philanthropic giving on student opportunities within the university's entrepreneurship ecosystem and how 'training unicorns' limits the potential of engaging students in a university-wide initiative. I conclude this study with theoretical and practical implications. The theoretical implications section advocates for a deeper exploration of entrepreneurial mindsets beyond traditional business contexts, urging scholars to focus on exploring community development versus community growth. The practical implications section proposes the use of critical reflection to bridge entrepreneurial knowledge and skills with an entrepreneurial mindset.
ContributorsBorman, Bailey (Author) / Adelman, Madelaine (Thesis advisor) / Mook, Laurie (Thesis advisor) / Jurik, Nancy (Committee member) / Shockley, Gordon (Committee member) / Arizona State University (Publisher)
Created2024
Description
This action research project was a concurrent mixed method case study design The purpose of this action research study was to begin to understand how an institution of higher education can best support creativity and innovation of university staff members. More specifically this study looked at the influence of a design thinking workshop on university staff perceived creative and innovative ability. Additionally, this study looked at the influence of individual attributes on staff creativity, and the influence of organizational attributes on staff innovation. Amabile and Pratt’s Dynamic Component Model of Creativity and Innovation in Organizations informed this study. Participants for this study were recruited from the Educational Outreach and Student Services division of Arizona State University at the Downtown Phoenix campus. Qualitative and quantitative data were collected using a Creativity and Innovation Survey (CIS) and individual interviews. The Creativity and Innovation Survey was distributed to staff before and after they participated in a two module design thinking workshop. Interviews with staff occurred after the conclusion of the workshops. In responses to the CIS and in interview staff had a strong belief in their ability to be creative and innovative in the workplace. A correlational analysis of CIS data indicated that a positive and significant relationship existed between creativity and individual attributes, as well as between, innovation and organizational attributes. Staff also expressed these relationships during interviews. The themes of collaboration, supervision, and resources each emerged from the interview data as important influencers of staff creativity and innovation. Although staff expressed there was a value in the design thinking workshops during interviews, a significant difference was not found in staffs’ perceived creativity and innovation after participating in the design thinking workshop. Implications for practice and for future research are discussed.
ContributorsMorgan, Chad William (Author) / Judson, Eugene (Thesis advisor) / Kim, Jeongeun (Committee member) / Anderson, Derrick (Committee member) / Arizona State University (Publisher)
Created2020