Mission Impossible?: Measuring Success in Nonprofit Organizations

By J. Sawhill, D. Williamson. 2001

364 citations recorded by the source corpus.

Subfields: Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/bf438f94c9e9a47ddef4276e3bf2ec8e79ea7edd

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In Sociology and Political Science

1. A. Doherty
2. N. Bosma
3. Rachida Justo
4. Benita M. Beamon
5. Siri Terjesen
6. Eric Kong
7. Burcu Balcik
8. V. Rangan

Citations in the corpus

• The strategic importance of intellectual capital in the non‐profit sector (2007, background): “In profit-making organisations, profits serve as a simple common language for communication, delegation and co-ordination, and as a means to measure organisational success and benchmark performance (Sawhill and Williamson, 2001; Speckbacher, 2003).”
• What Impact? A Framework for Measuring the Scale and Scope of Social Performance (2014, result): “nonprofits found that measurement was useful to the organizations for improving outcomes, particularly when they: set measurable goals linked to mission (rather than trying to measure mission directly); kept measures simple and easy to communicate; and selected measures that created a culture of acc”
• Mission Attachment and Satisfaction as Factors in Employee Retention (2003, background): “First, the mission is the bottom line for nonprofits (Sawhill and Williamson, 2001; Sheehan, 1996).”
• Designing a global standardized methodology for measuring social entrepreneurship activity: the Global Entrepreneurship Monitor social entrepreneurship study (2011, background): “…a defining characteristic of social enterprises, several researchers consider performance measurement of social impact to be a fundamental differentiator between social enterprise and more traditional forms of social activity (Austin et al., 2006; Sawhill & Williamson, 2001; Smith & Stevens, 2010).”
• A case study of organizational capacity in nonprofit community sport. (2009, background): “Research advocates that nonprofit capacity be assessed along multiple dimensions to capture all aspects of these complex organizations (e.g., Sawhill & Williamson, 2001).”
• Performance measurement in humanitarian relief chains (2008, background): “Although performance measurement can be challenging for any kind of organization, additional challenges exist when measuring the performance of nonprofit organizations, and have been addressed in the literature (Kanter and Summers, 1987; O’Neill and Young, 1988; Letts et al., 1999, pp. 133-136; Sawh”
• A Model of Social Entrepreneurial Discovery (2009, neutral): “The issue is that traditional performance measures do not valuate social ventures accurately and the measurement of social value has a long way to go (Sawhill and Williamson, 2001).”
• The Limits of Nonprofit Impact: A Contingency Framework for Measuring Social Performance (2010, background): “…(rather than trying to measure mission directly), kept measures simple and easy to communicate, and selected measures that created a culture of accountability and common purpose in the organization, thus helping to align the work of disparate units and chapters (Sawhill and Williamson 2001).”
• The development of strategic management in the non‐profit context: Intellectual capital in social service non‐profit organizations (2008, background): “In profit-making organizations, profits serve as a simple common language for communication, delegation and co-ordination, and as a means to measure organizational success and benchmark performance (Sawhill and Williamson 2001; Speckbacher 2003).”