Details
| Originalsprache | Englisch |
|---|---|
| Seiten (von - bis) | 605-635 |
| Seitenumfang | 31 |
| Fachzeitschrift | VOLUNTAS |
| Jahrgang | 23 |
| Ausgabenummer | 3 |
| Frühes Online-Datum | 29 Sept. 2011 |
| Publikationsstatus | Veröffentlicht - Sept. 2012 |
Abstract
Nonprofit organizations (NPOs) are facing increasing demands to become more efficient and effective, especially given increasing financial cutbacks, the rising demand for services and the push toward performance-related management. Human resource management (HRM) is claimed to play an important role in coping with these challenges. Yet, within the field of nonprofit management, little is known about the configuration of HR architectures in NPOs, let alone their impact on performance. To bridge this gap, we conduct an exploratory multiple case study in ten health and social services NPOs. The case study data indicates a shift toward a dominant strategic orientation in the configuration of HRM. Our article makes a central contribution by uncovering a third way in which NPOs seek a specific configuration of HRM to confront the challenges they face in their internal and external environments.
ASJC Scopus Sachgebiete
- Betriebswirtschaft, Management und Rechnungswesen (insg.)
- Betriebswirtschaft und Internationales Management
- Sozialwissenschaften (insg.)
- Soziologie und Politikwissenschaften
- Sozialwissenschaften (insg.)
- Public administration
- Betriebswirtschaft, Management und Rechnungswesen (insg.)
- Strategie und Management
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in: VOLUNTAS, Jahrgang 23, Nr. 3, 09.2012, S. 605-635.
Publikation: Beitrag in Fachzeitschrift › Artikel › Forschung › Peer-Review
}
TY - JOUR
T1 - The Third Way Reconfigured
T2 - How and Why Nonprofit Organizations are Shifting Their Human Resource Management
AU - Ridder, Hans Gerd
AU - Piening, Erk P.
AU - Baluch, Alina Mc Candless
PY - 2012/9
Y1 - 2012/9
N2 - Nonprofit organizations (NPOs) are facing increasing demands to become more efficient and effective, especially given increasing financial cutbacks, the rising demand for services and the push toward performance-related management. Human resource management (HRM) is claimed to play an important role in coping with these challenges. Yet, within the field of nonprofit management, little is known about the configuration of HR architectures in NPOs, let alone their impact on performance. To bridge this gap, we conduct an exploratory multiple case study in ten health and social services NPOs. The case study data indicates a shift toward a dominant strategic orientation in the configuration of HRM. Our article makes a central contribution by uncovering a third way in which NPOs seek a specific configuration of HRM to confront the challenges they face in their internal and external environments.
AB - Nonprofit organizations (NPOs) are facing increasing demands to become more efficient and effective, especially given increasing financial cutbacks, the rising demand for services and the push toward performance-related management. Human resource management (HRM) is claimed to play an important role in coping with these challenges. Yet, within the field of nonprofit management, little is known about the configuration of HR architectures in NPOs, let alone their impact on performance. To bridge this gap, we conduct an exploratory multiple case study in ten health and social services NPOs. The case study data indicates a shift toward a dominant strategic orientation in the configuration of HRM. Our article makes a central contribution by uncovering a third way in which NPOs seek a specific configuration of HRM to confront the challenges they face in their internal and external environments.
KW - HR architectures
KW - Human resource management
KW - Nonprofit organizations
KW - Organizational performance
UR - http://www.scopus.com/inward/record.url?scp=84864091077&partnerID=8YFLogxK
U2 - 10.1007/s11266-011-9219-z
DO - 10.1007/s11266-011-9219-z
M3 - Article
AN - SCOPUS:84864091077
VL - 23
SP - 605
EP - 635
JO - VOLUNTAS
JF - VOLUNTAS
SN - 0957-8765
IS - 3
ER -