The effects of entrepreneurial orientation on strategy choice and management control in nonprofit organizations
-
DOIhttp://dx.doi.org/10.21511/ppm.17(3).2019.13
-
Article InfoVolume 17 2019, Issue #3, pp. 153-168
- Cited by
- 1232 Views
-
328 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
In light of increasing relevance of strategic considerations in the nonprofit sector, this study investigates the entrepreneurial orientation of nonprofit CEOs and its linkage to strategic decision-making. The study provides initial insights into the types and effects of CEO entrepreneurial orientation, corresponding strategic choices, and differences in the implementation of strategies through managerial control in nonprofit organizations. Semi-structured expert interviews were conducted with the top managers of German nonprofit hospitals. The interviews were evaluated using qualitative content analysis. The findings are consistent with upper echelon theory, which considers management characteristics to be a determinant of strategic decision making, acting as a mediator between the external environment and strategic choices. The analysis includes two levels: (1) the entrepreneurial orientation of nonprofit CEOs at the individual level and (2) strategic choices on competitive strategies and their implementation at the organizational level. The findings show that the competitive environment evokes different types of entrepreneurial orientation that influence the approach of nonprofit CEOs to strategic decisions and implementation processes. Highly entrepreneurial CEOs prefer prospector strategies over defender or reactor strategies. CEOs with low levels of entrepreneurial orientation tend to use controls diagnostically, whereas CEOs exhibiting medium to high levels of entrepreneurial orientation use controls interactively. This study extends the existing literature by providing evidence of the types of managerial entrepreneurial orientation in nonprofit organizations and the resulting effects on strategic planning and implementation processes. This paper thus sheds light on a key determinant of strategic decision-making and implementation in nonprofit organizations.
- Keywords
-
JEL Classification (Paper profile tab)M12, M40, L31
-
References46
-
Tables5
-
Figures1
-
- Figure 1. Research model
-
- Table 1. Description of sample
- Table A1. Semi-structured interview guide
- Table A2. List of deductive codes
- Table A3. Coding guidelines for managerial entrepreneurial orientation
- Table A4. Managerial entrepreneurial orientation and hospital strategies
-
- Abernethy, M. A., Bouwens, J., & Van Lent, L. (2010). Leadership and control system design. Management Accounting Research, 21(1), 2-16.
- Abernethy, M. A., & Stoelwinder, J. U. (1995). The role of professional control in the management of complex organizations. Accounting, Organizations and Society, 20(1), 1-17.
- Abernethy, M. A., & Vagnoni, E. (2004). Power, organization design and managerial behavior. Accounting, Organizations and Society, 29(3-4), 207-225.
- Bateman, T. S., & Crant, J. M. (1993). The proactive component of organizational behavior: A measure and correlates. Journal of Organizational Behavior, 14(2), 103-118.
- Bazzoli, G. J., Dynan, L., Burns, L. R., & Yap, C. (2004). Two decades of organizational change in health care: what have we learned? Medical Care Research and Review, 61(3), 247-331.
- Brockhaus, R. H. (1980). Risk taking propensity of entrepreneurs. Academy of Management Journal, 23(3), 509-520.
- Burkert, M., & Lueg, R. (2013). Differences in the sophistication of value-based management: the role of top executives. Management Accounting Research, 24(1), 3-22.
- Chenhall, R. H. (2003). Management control systems design within its organizational context: findings from contingency-based research and directions for the future. Accounting, Organizations and Society, 28(2/3), 127-168.
- Covin, J. G., & Wales, W. J. (2012). The measurement of entrepreneurial orientation. Entrepreneurship Theory and Practice, 36(4), 677-702.
- De Harlez, Y., & Malagueño, R. (2016). Examining the joint effects of strategic priorities, use of management control systems, and personal background on hospital performance. Management Accounting Research, 30, 2-17.
- Entrialgo, M., Fernández, E., & Vázquez, C. J. (2000). Characteristics of managers as determinants of entrepreneurial orientation: some Spanish evidence. Enterprise and Innovation Management Studies, 1(2), 187-205.
- Erlandson, D. A., Harris, E. L., Skipper, B. L., & Allen, S. D. (1993). Doing Naturalistic Inquiry. A Guide to Methods. SAGE Publications, Newbury Park, CA.
- Freidson, E. (2001). Professionalism, the Third Logic. On the Practice of Knowledge. University of Chicago Press, Chicago.
- Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: the organization as a reflection of its top managers. Academy of Management Review, 9(2), 193-206.
- Helmig, B., Hinz, V., & Ingerfurth, S. (2014). Extending Miles & Snow’s strategy choice typology to the German hospital sector. Health policy, 118(3), 363-376.
- Henri, J.-F. (2006). Management control systems and strategy: A resource-based perspective. Accounting, Organizations and Society, 31(6), 529-558.
- Hiebl, M. R. W. (2014). Upper echelons theory in management accounting and control research. Journal of Management Control, 24(3), 223-240.
- Hill, C. E., Thompson, B. J., & Williams, E. N. (1997). A guide to conducting consensual qualitative research. The Counseling Psychologist, 25(4), 517-572.
- Hull, C., & Lio, B. (2006). Innovation in non-profit and for-profit organizations: visionary, strategic, and financial considerations. Journal of Change Management, 6(1), 53-65.
- Jiang, F., Jiang, Y., Zhi, H., Dong, Y., Li, H., Ma, S., Dong, Q., Shen, H.,. & Wang, Y. (2017). Artificial intelligence in healthcare: past, present and future. Stroke and vascular neurology, 2(4), 230-243.
- Kober, R., Ng, J., & Paul, B. J. (2007). The interrelationship between management control mechanisms and strategy. Management Accounting Research, 18(4), 425-452.
- Kreiser, P. M., Marino, L. D., Kuratko, D. F., & Weaver, K. M. (2013). Disaggregating entrepreneurial orientation: the non-linear impact of innovativeness, proactiveness and risk-taking on SME performance. Small Business Economics, 40(2), 273-291.
- Kreiser, P. M., Marino, L. D., & Weaver, K. M. (2002). Assessing the psychometric properties of the entrepreneurial orientation scale: a multi-country analysis. Entrepreneurship Theory and Practice, 26(4), 71-94.
- Lumpkin, G. T., & Dess, G. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21(1), 135-172.
- Mayring, P. (2015). Qualitative Inhaltsanalyse. Grundlagen und Techniken. Beltz, Weinheim and Basel.
- Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure, and process. McGraw-Hill, New York.
- Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman, Jr. H. J. (1978). Organizational strategy, structure, and process. Academy of Management Review, 3(3), 546-562.
- Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management Science, 29(7), 770-791.
- Miller, D. (2011). A reflection on EO research and some suggestions for the future. Entrepreneurship Theory and Practice, 35(5), 873-894.
- Moore, M. F. (2000). Managing for value: organizational strategy in for-profit, nonprofit, and governmental organizations. Nonprofit and Voluntary Sector Quarterly, 29(1), 183-204.
- Morelli, M., & Lecci, F. (2014). Management control systems (MCS) change and the impact of top management characteristics: the case of healthcare organisations. Journal of Management Control, 24(3), 267-298.
- Morris, M. H., Coombes, S., Schindehutte, M., & Allen, J. (2007). Antecedents and outcomes of entrepreneurial and market orientations in a non-profit context: theoretical and empirical insights. Journal of Leadership and Organizational Studies, 13(4), 12-39.
- Morris, M. H., Webb, J. W., & Franklin, R. J. (2011). Understanding the manifestation of entrepreneurial orientation in the nonprofit context. Entrepreneurship Theory and Practice, 35(5), 947-971.
- Mundy, J. (2010). Creating dynamic tensions through a balanced use of management control systems. Accounting, Organizations and Society, 35(5), 499-523.
- Naldi, L., Nordqvist, M., Sjöberg, K., & Wiklund, J. (2007). Entrepreneurial orientation, risk taking, and performance in family firms. Family Business Review, 20(1), 33-47.
- Naranjo-Gil, D. (2009). Strategic performance in hospitals: The use of the balanced scorecard by nurse managers. Health Care Management Review, 34(2), 161-170.
- Naranjo-Gil, D., & Hartmann, F. (2007a). Management accounting systems, top management team heterogeneity and strategic change. Accounting, Organizations and Society, 32(7-8), 735-756.
- Naranjo-Gil, D., & Hartmann, F. (2007b). How CEOs use management information systems for strategy implementation in hospitals. Health Policy, 81(1), 29-41.
- Risse, G. B. (1999, December). Health care in hospitals: the past 1000 years. The Lancet, 354, 25.
- Robinson, P. B., Stimpson, D. V., Huefner, J. C., & Hunt, H. K. (1991). An attitude approach to the prediction of entrepreneurship. Entrepreneurship Theory and Practice, 15(4), 13-30.
- Schumpeter, J. (1934). The theory of economic development. Cambridge MA: Harvard University Press.
- Short, J. C., Palmer, T. B., & Ketchen, D. J. Jr. (2002). Resource-based and strategic group influences on hospital performance. Health Care Management Review, 27(4), 7-17.
- Simons, R. (1995). Levers of control: How managers use innovative control systems to drive strategic renewal. Harvard Business School Press, Boston.
- Victoor, A., Delnoij, D. M. J., Friele, R. D., Rademakers, J. J. D. J. M. (2012). Determinants of patient choice of healthcare providers: a scoping review. BMC Health Services Research, 12, 272.
- Vuong, Q. H., Ho, T. M., Nguyen, H. K., & Vuong, T. T. (2018). Healthcare consumers’ sensitivity to costs: A reflection on behavioural economics from an emerging market. Palgrave Communications, 4(1), 70.
- Vuong, Q. H., Ho, M. T., Vuong, T. T., La, V. P., Ho, M. T., Nghiem, K. C. P., ... & Ho, C. S. (2019). Artificial Intelligence vs. Natural Stupidity: Evaluating AI Readiness for the Vietnamese Medical Information System. Journal of Clinical Medicine, 8(2), 168.