Strategic responses to institutional pressures : a case study of an aboriginal nonprofit organization
University of Lethbridge. Faculty of Management
Lethbridge, Alta. : University of Lethbridge, Faculty of Management, 2002
This research project explored an Aboriginal nonprofit health organization’s strategic responses to institutional pressures using concepts from neo-institutional and resource dependency theories. The case study method was adopted, and participant observation and interviews were the main data collection techniques utilized. The study revealed an organization that contended with legitimacy issues from a variety of stakeholders. Organizational responses to these pressures involved the adoption of business practices, while attempting to maintain Aboriginal values and culture. Leadership was identified as a key variable that influenced the structural and strategic responses of the organization. Through this research I concluded that when utilized in a complementary manner, institutional theory and resource dependency theory offer insightful explanations about the adoption of business-like structures and strategies in a nonprofit organization. This research project closes with practical recommendations concerning the ways that nonprofit organizations are structured and operate, and a discussion of policy implications and future research.
vii, 106 leaves ; 29 cm.
Nonprofit organizations -- Canada , Organizational change -- Canada