What strategic processes to meet the challenges of democratic governance? The case of mergers between non-profit organisations

Adrien Laurent
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Adrien Laurent: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique

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Abstract: This chapter investigates the strategic practices within non-profit organisations (NPOs), with a specific focus on mergers and the democratic governance challenges they present. It scrutinises the application of the ISO 37000:2021 standard to NPOs, underscoring the imperative of aligning strategy with organisational values and stakeholder expectations. Utilising actor-network theory (ANT) to assess the collective dimensions of strategy, it presents a case study on a merger between two representative NPOs, illustrating the complex interplay of social dynamics and institutional pressures. The chapter concludes with an analytical framework as well as actionable recommendations for practitioners, aimed at refining strategic processes in NPOs.

Date: 2024-08-15
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Published in Guillaume Plaisance; Anne Goujon Belghit. Non-profit Governance. Twelve Frameworks for Organisations and Research, Routledge, pp.83-99, 2024, 9781003460572. ⟨10.4324/9781003460572-8⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05420571

DOI: 10.4324/9781003460572-8

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