A BEHAVIORAL PERSPECTIVE OF SEARCH IN NONPROFIT ORGANIZATIONS: HOW PROGRAMMATIC PERFORMANCE DRIVES FUNDRAISING EFFORTS

In this paper, we extend the BTOF to nonprofit organizations. Nonprofits hold both financial and higher-priority nonfinancial programmatic performance goals that relate to program spending directed to fulfill a social mission. We hypothesize that, while financial performance above aspirations decreases fundraising, programmatic performance above aspirations increases fundraising efforts. We also theorize that board size, environmental munificence, and program-generated revenue influence the extent of fundraising as a response to attainment discrepancies. We test our hypotheses using a panel dataset of 12,382 U.S. nonprofits and find support for several of our predictions

Missing the point of the practice-based view

In this article, we address Jarzabkowski et al.’s strategy-as-practice criticism of Bromiley and Rau’s practice-based view as ignoring the “who” and “how” of practice implementation. Bromiley and Rau explicitly note that any statistical model under the practice-based view should consider mediating and moderating variables that depend on the specific practice and context but that the article would not attempt to identify such variables. Strategy-as-practice’s focus on the “who” and “how” of a practice are two of many such potential mediating or moderating variables. More fundamentally, strategy-as-practice scholars’ discomfort with the practice-based view may arise both from their different definitions of practice and their different approaches to strategy research. Without diminishing the strategy-as-practice’s contribution to strategy research, we argue for the additional value in the practice-based view’s call for systematic, large-scale, quantitative studies that establish the performance impact of specific practices across populations of organizations

A better way of managing major risks

The article focuses on important distinction between enterprise risk management and strategic risk management and regarding the role of board directors in the risk management. It mentions that different way to identify and manage risk such as financial crisis to inadequate risk management by banks and other financial institutions, risks with subprime mortgages and increasing the risk for profit.

Social, behavioral, and cognitive influences on upper echelons during strategy process

This study reviews research on the social, behavioral, and cognitive influences on CEOs, top management teams (TMTs), and the CEO-TMT interface during strategic decision making. We identify the key issues examined in this research over the past 10 years and relate developments in the field to previous knowledge in this area. We also attempt to identify what constitutes an established body of knowledge in the field and, therefore, areas that need additional examination. Our review indicates that while there has been an explosion of research on the influence of CEO personality and TMT social processes on strategy process, much remains to be done in terms of examining CEO and TMT cognition, particularly at the level of the CEO-TMT interface

Operations management and the resource based view: another view

This paper evaluates the usefulness of the resource-based view (RBV) to the field of operations management. Based on the seminal RBV articles, we argue that using the RBV does not align with the objectives and activities of operations management researchers in several ways. First, the dependent variable in the RBV is sustained competitive advantage. Using sustained competitive advantage as a dependent variable implies that scholars focus on explaining the differences between the relatively few firms with sustained competitive advantage and all the other firms, ignoring performance variations within the great mass of firms. In addition, competitive advantage exists at the level of the business or the firm and does not directly translate into the normal level of operations management research. Measuring sustained competitive advantage also presents difficulties. Second, the explanatory variables in the RBV are resources that must be rare, valuable and hard or impossible to imitate. Measuring valuable resources or factors firms cannot imitate poses serious problems both in demonstrating value independent of the factor's impact on performance (i.e., avoiding tautology) and in measuring unique or nearly unique entities. Third, under the RBV, prescription is problematic; you cannot prescribe things that firms can readily implement because such things can be imitated. We present the practice-based view (PBV) as a simpler and better alternative for operations management where scholars attempt to explain the entire range of firm and unit performance based on transferable practices

Stretch goals and the distribution of organizational performance

Many academics, consultants, and managers advocate stretch goals to attain superior organizational performance. However, existing theory speculates that, although stretch goals may benefit some organizations, they are not a “rule for riches” for all organizations. To address this speculation, we use two experimental studies to explore the effects on the mean, median, variance, and skewness of performance of stretch compared with moderate goals. Participants were assigned moderate or stretch goals to manage a widely used business simulation. Compared with moderate goals, stretch goals improve performance for a few participants, but many abandon the stretch goals in favor of lower self-set goals, or adopt a survival goal when faced with the threat of bankruptcy. Consequently, stretch goals generate higher performance variance across organizations and a right-skewed performance distribution. Contrary to conventional wisdom, we find no positive stretch goal main effect on performance. Instead, stretch goals compared with moderate goals generate large attainment discrepancies that increase willingness to take risks, undermine goal commitment, and generate lower risk-adjusted performance. The results provide a richer theoretical and empirical appreciation of how stretch goals influence performance

Enterprise Risk Management: Review, Critique, and Research Directions

Many regulators, rating agencies, executives and academics have advocated a new approach to risk management: Enterprise Risk Management (ERM). ERM proposes the integrated management of all the risks an organization faces, which inherently requires alignment of risk management with corporate governance and strategy. Academic research on ERM is still in its infancy, with articles largely in accounting and finance journals but rarely in management journals. We argue that ERM offers an important new research domain for management scholars. A critical review of ERM research allows us to identify limitations and gaps that management scholars are best equipped to address. This paper not only identifies how management scholars can contribute to ERM research, but also points out why ERM research (and practice) needs management research for its development. (C) Elsevier Ltd. All rights reserved

The use of rational systems in bounded rationality organizations: a dilemma for financial managers

This article discusses some general weaknesses of rationally-based management techniques. To make the discussion more concrete, examples of the weaknesses in one management technology, MBO, are discusses with a recognition that similar weaknesses are present in other rationally-based systems. his article is intended neither to review all of the literature on the advantages and disadvantages of MBO (let alone all rationally-based techniques) nor to present the management technique which will resolve the problems of management. Rather this article looks at rationally-based techniques and seeks to address the questions, 'How can we deal with them given their sometimes obvious problems?' We first review MBO in relation to a number of concept in the organizational literature, and then suggest some possible changes in the implementation of MBO.NPS Foundatio