To Be Agile or Not to Be: New Business Models for Civil Society Organisations in Times of Crisis

Frank Elbers (), Ana-Maria Grigore and Adela Coman
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Frank Elbers: Research Centre of the University of Bucharest
Ana-Maria Grigore: University of Bucharest
Adela Coman: University of Bucharest

Chapter Chapter 11 in Navigating Through the Crisis: Business, Technological and Ethical Considerations, 2022, pp 191-206 from Springer

Abstract: Abstract There is an increasing realisation of the need for civil society organisations (CSOs) to be agile, given the fast-changing policy, legal and funding environment they operate in. Chatwani (2019) links this agile capacity to the fact that NGOs are norm- and mission-driven and have a strong identity, which facilitates the required knowledge transfer. In this chapter, however, we will identify ideal-type CSO business models and explore how (changing and emerging) business models are the key to agility and innovation. Based on a review of existing academic literature, we will look for examples of innovative thinking in CSOs. Through a survey of CSO leaders, we explore if the ideal-type business models we identified have validity and to what extend they are driven by the business model canvas.

Keywords: Civil society; NGOs; Business models; Organisational agility; Innovation (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:spr:prbchp:978-3-030-82751-9_11

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DOI: 10.1007/978-3-030-82751-9_11

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