Innovation in non-profit and for-profit organizations: Visionary, strategic, and financial considerations

By Clyde Eiríkur Hull, Brian H. Lio. 2006

204 citations recorded by the source corpus.

Subfields: Marketing, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/458eb63898848e53b761785b63026db8b927a2ab

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Marketing

1. Jian Peng
2. Scott L. Newbert
3. Carlos M. P. Sousa
4. Qun Tan

In Sociology and Political Science

1. Romi Kher
2. Jian Peng
3. Shu Yang
4. Zhen Wang
5. Scott L. Newbert

In Strategy and Management

1. Scott L. Newbert
2. Aron O'Cass
3. Carlos M. P. Sousa
4. P. Sok
5. Qun Tan
6. S. Poggesi
7. Stephan M. Liozu
8. Andrea Calabro

Citations in the corpus

• Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis (2020, background): “Public organizations signal information regarding social goals and collective interests (Hull & Lio, 2006), making employees more likely to support a movement (e.g., organizational change) enacted by transformational leaders.”
• What signals matter for social startups? It depends: The influence of gender role congruity on social impact accelerator selection decisions (2019, background): “Additionally, because non-profit and for-profit organizations have intrinsic differences in structures, policies, and strategies (Hull and Lio, 2006; O’Connor and Raber, 2001), we control for the startups’ legal status by including dummy variables for both non-profit and for-profit,”