Rekindling the critical analysis of the adoption of generic commercial (for-profit) management approaches in the non-profit context, Strategic Positioning in Voluntary and Charitable Organizations reveals that charities are positioning themselves in their evolving external environment in distinctive ways that are not adequately explained by existing positioning theories. Based on original research that examines, for the first time, the usefulness of contemporary theoretical perspectives and interpretations of strategic positioning derived from the existing literature in explaining the positioning activities of charitable organizations within the wider voluntary and non-profit sector. Using a three-stage approach, which involves an exploratory survey and multiple case studies, this book provides: • evidence showing the extent of strategic positioning, the components of a positioning strategy and the process of developing a positioning strategy in charitable organizations that are involved in the provision of public services, • analysis of the key factors that influence the choice of a positioning strategy in the charitable context, and the depiction of these factors in an original integrating model, and • an exploration into the extent to which existing strategy/marketing literature on positioning is applicable in the charitable context. By challenging the adoption of current perspectives on strategic positioning derived from commercial strategy and marketing management literatures into the non-profit and non-market contexts, the author develops a theoretical framework that accounts for the uniqueness of positioning strategy in the non-profit sector. This uniqueness is attributed to the difference in positioning goals, the process of developing a positioning strategy, and the influencing factors on the choice of a positioning strategy in charities compared to commercial organizations. The implications of the findings provide useful lessons for managers of voluntary and charitable organizations in planning and developing their positioning activities, and for other stakeholders, such as policy makers, funders, donors and industry bodies.

This UK/European text provides a much-needed summation of strategic management issues in nonprofit organizations, addressing both academic theory and current practice.

Drawing on detailed empirical data and a range of case studies, Managing Voluntary and Non-Profit Organizations, first published in 1990, demonstrates how voluntary organizations formulate strategies for securing funds, providing services, and dealing with other non-profit bodies, public agencies, and the private sector. The central theme is organizational change and how managers have responded, strategically and structurally, to changes to their environment. Using original data, and writing from the broad perspectives of current organization theory, the authors increase our understanding of strategies, structures and designs currently in use in the voluntary sector. Their authoritative text will make essential reading for practising managers in non-profit organizations and for an international audience of academics and students of management, organization theory, and strategy.

Tackling one of the hottest topics in business today, experts share practical insights about how to finance, market, manage, and assess a social entrepreneurship venture to create a new organization that can do well and do good. Social entrepreneurship is the practice of using the mindset, tools, techniques, and processes of entrepreneurship to confront pressing social issues—an intriguing concept that American business is just beginning to understand. Social Entrepreneurship: How Businesses Can Transform Society brings together a group of expert contributors who offer the very latest thinking about the tremendous potential of this rapidly growing field. Unlike other books on the subject that tend to be merely descriptive and/or inspirational, this set comprises three hands-on, how-to volumes that dig deeply into the major factors that impact social entrepreneurship. Each volume addresses one of three important aspects of setting up and running a successful enterprise: legal/organizational structure; marketing; and performance measurement and management. The author examines root concepts in detail, and spotlights opportunities, challenges, and the considerations involved in implementation. Practitioners will especially appreciate the set's practical insights and the contributors' efforts to link theory to practice in a way that facilitates effective action.

This handbook is designed to meet the increasing demand for an authoritative book reflecting the many challenges facing managers in VNPOs. It takes a practical approach to issues and skills needed over a wide range of managerial topics, providing an all-in-one reference source for managers.