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Journal articles on the topic 'Nonprofit Commercialization'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Cordes, Joseph J., and Burton A. Weisbrod. "Differential taxation of nonprofits and the commercialization of nonprofit revenues." Journal of Policy Analysis and Management 17, no. 2 (1998): 195–214. http://dx.doi.org/10.1002/(sici)1520-6688(199821)17:2<195::aid-pam5>3.0.co;2-c.

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2

Duke, Charles R. "Organizational conflicts affecting technology commercialization from nonprofit laboratories." Journal of Product & Brand Management 4, no. 5 (December 1995): 5–13. http://dx.doi.org/10.1108/10610429510103791.

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3

Tuckman, Howard P. "Competition, commercialization, and the evolution of nonprofit organizational structures." Journal of Policy Analysis and Management 17, no. 2 (1998): 175–94. http://dx.doi.org/10.1002/(sici)1520-6688(199821)17:2<175::aid-pam4>3.0.co;2-e.

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4

Vaceková, Gabriela, Vladislav Valentinov, and Juraj Nemec. "Rethinking Nonprofit Commercialization: The Case of the Czech Republic." VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations 28, no. 5 (August 4, 2016): 2103–23. http://dx.doi.org/10.1007/s11266-016-9772-6.

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5

Suykens, Ben, Filip De Rynck, and Bram Verschuere. "Examining the influence of organizational characteristics on nonprofit commercialization." Nonprofit Management and Leadership 30, no. 2 (July 22, 2019): 339–51. http://dx.doi.org/10.1002/nml.21384.

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6

Hung, ChiaKo. "Commercialization and nonprofit donations: A meta‐analytic assessment and extension." Nonprofit Management and Leadership 31, no. 2 (August 10, 2020): 287–309. http://dx.doi.org/10.1002/nml.21435.

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7

Brown, Maoz. "The Moralization of Commercialization: Uncovering the History of Fee-Charging in the U.S. Nonprofit Human Services Sector." Nonprofit and Voluntary Sector Quarterly 47, no. 5 (June 20, 2018): 960–83. http://dx.doi.org/10.1177/0899764018781749.

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Recent literature on commercialization in the American nonprofit sector attributes increased reliance on fee income to neoliberal policies. This trend is often depicted as an invasion of market forces that debase civil society by reducing social values and interpersonal relations to commodities and transactions. My article challenges these beliefs by presenting historical data that have been largely ignored in recent writing. Examining a series of multicity financial reports, I demonstrate that the U.S. nonprofit human services sector increased its fee-reliance significantly before neoliberal policy changes. Drawing on social work literature, I show that the practice of fee-charging reflected an ethos of communal inclusiveness rather than mere profit-seeking. In light of this evidence, I argue that fee-charging should be understood as a long-standing and multivalent feature of the nonprofit human services sector rather than as a recent incursion of profit-driven rationalities.

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8

Azibo, Balgah Roland. "Commercialization: An Option for Sustaining the Nonprofit Sector in Developing Countries." International Journal of Economic Behavior and Organization 2, no. 5 (2014): 69. http://dx.doi.org/10.11648/j.ijebo.20140205.11.

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9

Moeller, Lioudmila, and Vladislav Valentinov. "The Commercialization of the Nonprofit Sector: A General Systems Theory Perspective." Systemic Practice and Action Research 25, no. 4 (December 28, 2011): 365–70. http://dx.doi.org/10.1007/s11213-011-9226-4.

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10

Yngfalk, Anna Fyrberg, and Carl Yngfalk. "Modifying markets: Consumerism and institutional work in nonprofit marketing." Marketing Theory 20, no. 3 (November 14, 2019): 343–62. http://dx.doi.org/10.1177/1470593119885169.

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The rise and development of markets under neoliberal consumerism represents a topical theme in marketing theory and is at the heart of emergent discussions on market system dynamics. While the nonprofit market sector represents a major part of the economy and is an important locus for alternative market discourses, prior studies tend to focus on well-represented groups of actors, such as corporations or consumers. Moving beyond the dyad of producers and consumers, the present study contributes to recent discussions on institutional work by examining and problematizing the role of nonprofit organizations (NPOs) as agents of market system dynamics. A qualitative discourse analysis of nonprofit marketing, conducted at one of Sweden’s largest NPOs, reveals the institutional work aimed at modifying the market for health and fitness according to alternative cultural values of, for instance, inclusiveness, democracy, and collectiveness. In particular, the article draws attention to ethical institutional work in markets, which enables organizations to strategically switch managerial focus between disparate institutional demands for purposes of creating and maintaining hybrid forms of legitimacy. However, ethical work also problematically entwines nonprofit with commercial values of profit maximization. The study contends that nonprofit consumerism thus works as a double-edged sword and may spur commercialization and market diffusion in society at large.

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11

Toepler, Stefan. "Caveat Venditor? Museum Merchandising, Nonprofit Commercialization, and the Case of the Metropolitan Museum in New York." VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations 17, no. 2 (June 2006): 95–109. http://dx.doi.org/10.1007/s11266-006-9012-6.

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12

Hesse-Biber, Sharlene, Bailey Flynn, and Keeva Farrelly. "The Pink Underside: The Commercialization of Medical Risk Assessment and Decision-Making Tools for Hereditary Breast Cancer Risk." Qualitative Health Research 28, no. 10 (April 11, 2018): 1523–38. http://dx.doi.org/10.1177/1049732318767395.

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The growth of the Internet since the millennium has opened up a myriad of opportunities for education, particularly in medicine. Although those looking for health care information used to have to turn to a face-to-face doctor’s visit, an immense library of medical advice is now available at their fingertips. The BRCA genetic predispositions (mutations of the BRCA1 and BRCA2 breast cancer genes) which expose men and women to greater risk of breast, ovarian, and other cancers can be researched extensively online. Several nonprofit organizations now offer online risk assessment and decision-making tools meant to supplement conversation with medical professionals, which in actuality are quickly replacing it. We argue here through a critical qualitative template analysis of several such tools that the discursive frameworks utilized are prone to fearmongering, commercialization, and questionable validity. Left unchecked, these assessment tools could do more harm than good in driving young women especially to take unnecessary extreme surgical action.

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13

Eisenberg, Rebecca S., and Robert Cook-Deegan. "Universities: The Fallen Angels of Bayh-Dole?" Daedalus 147, no. 4 (October 2018): 76–89. http://dx.doi.org/10.1162/daed_a_00521.

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The Bayh-Dole Act of 1980 established a new default rule that allowed nonprofit organizations and small businesses to own, as a routine matter, patents on inventions resulting from research sponsored by the federal government. Although universities helped get the Bayh-Dole Act through Congress, the primary goal, as reflected in the recitals at the beginning of the new statute, was not to benefit universities but to promote the commercial development and utilization of federally funded inventions. In the years since the passage of the Bayh-Dole Act, universities seem to have lost sight of this distinction. Their behavior as patent seekers, patent enforcers, and patent policy stakeholders often seems to work against the commercialization goals of the Bayh-Dole Act and is difficult to explain or justify on any basis other than the pursuit of revenue.

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14

Sarma, Sushanta Kumar. "Retaining the social goal: role of path creation in for-profit social enterprises." Journal of Management History 26, no. 1 (July 19, 2019): 77–98. http://dx.doi.org/10.1108/jmh-08-2018-0039.

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Purpose The purpose of this paper is to understand how social enterprises (SEs) sustain social focus as they shift their legal format from nonprofit to for-profit. The investigation is driven by the understanding that historical persistence of organizational action can influence the sustenance of social focus. Design/methodology/approach The paper uses a case study approach and traces the commercialization process of two microfinance organization from India. The data come from interviews and archival documents spanning across the biography of the selected organizations. The constitutive elements of the commercialization process are identified by using the lens of path creation. Findings Evidence suggests that the framing of purpose for microfinance as empowerment of women formed the triggering event to path creation. The organizations retained the focus on social goal by adopting a community centered delivery model of self-help groups. The organizational practices adopted after commercialization helped these organization to address the issues of drift actively. Research limitations/implications The paper suggests that framing of organizational purpose can play a crucial role in sustaining hybrid character in SEs. It reinforces earlier findings that stakeholders can exert significant influence in balancing social and commercial goal. The aspiration to be identified as a pro-community organization is another critical driver in sustaining social focus. Finally, for SEs to sustain their social focus, proactive engagement with the community should become an integral part of organizational practices. Originality/value The paper explores the constitutive elements of path creation and demonstrates the sustenance of social focus through three stages of organizational path development. It also offers insights into the literature on historical imprinting by exploring the internal process through which imprinting is sustained and amplified and by presenting sources and outcome of imprinting.

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15

Hutchinson, Harry. "Light for the Future." Mechanical Engineering 123, no. 10 (October 1, 2001): 60–65. http://dx.doi.org/10.1115/1.2001-oct-3.

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Electric Power Research Institute (EPRI), a nonprofit organization for energy and environmental research, has predicted that worldwide power demand will see a fourfold increase by 2050. Meeting the demand will require an effort equivalent to opening a 1-gigawatt power plant every two days for the next 50 years. The study projects the future of known technologies, including many in development. It takes into account variables, including the estimated learning curve for adoption and how far an idea is from commercialization. APERC and other energy research groups recommend the use of renewables instead. Systems bankrolled by grants, often from governments, can run on local resources. Engineering is working toward an unprecedented era in which the very poor—the quarter, or perhaps third, of the world without the juice to run a pump—within a generation or so may be able to offer their children a bedtime drink of clear water and light to drink it by.

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16

Chesbrough, Henry, and Eric L. Chen. "Using Inside-Out Open Innovation to Recover Abandoned Pharmaceutical Compounds." Journal of Innovation Management 3, no. 2 (July 9, 2015): 21–32. http://dx.doi.org/10.24840/2183-0606_003.002_0005.

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Pharmaceutical drug development costs have risen rapidly over the past twenty years. However, the number of new molecular entities being approved has not increased. As pharmaceutical companies scale back their R&D in light of this deteriorating productivity, significant unmet medical needs remain unaddressed. Much of these rising costs can be traced to work on compounds that are abandoned before getting to market. There is a growing need to recover these abandoned compounds. The inside-out branch of open innovation provides a way to increase the performance of pharmaceutical firms, both in addressing unmet societal needs, and potentially in identifying new revenue sources and business models for a more distributed model of commercializing new drugs. This aspect of open innovation is not much discussed in the literature to date. The medical research community, in conjunction with a number of industry and nonprofit organizations, has started several projects to recover more abandoned compounds. These new initiatives are still at an early stage, and have not received much critical evaluation to date. Examining four of these initiatives, we find that they do extend the cognitive frames in the research phase, while doing less to extend those frames in the commercialization phase.

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17

Pransky, Joanne. "The Pransky interview: Dr Cory Kidd, Founder and CEO at Catalia Health." Industrial Robot: An International Journal 44, no. 3 (May 15, 2017): 259–63. http://dx.doi.org/10.1108/ir-03-2017-0049.

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Purpose The purpose of this paper is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot Journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry PhD-turned-entrepreneur regarding the evolution, commercialization and challenges of bringing a technological invention to market. Design/methodology/approach The interviewee is Dr Cory Kidd, an inventor, entrepreneur and leading practitioner in the field of human–robot interaction. Dr Kidd shares his 20-year journey of working at the intersection of healthcare and technology and how he applied innovative technologies toward solving large-scale consumer healthcare challenges. Findings Dr Kidd received his BS degree in Computer Science from the Georgia Institute of Technology and earned a National Science Foundation Graduate Research Fellow in Computer and Information Science & Engineering. Dr Kidd received his MS and PhD degrees at the MIT Media Lab in human–robot interaction. While there, he conducted studies that showed the psychological and clinical advantages of using a physical robot over screen-based interactions. While finishing his PhD in 2007, he founded his first company, Intuitive Automata, which created interactive coaches for weight loss. Though Intuitive Automata ceased operations in 2013, Dr Kidd harnessed his extensive knowledge of the healthcare business and the experiences from patient engagement and launched Catalia Health in 2014 with a new platform centered specifically around patient behavior change programs for chronic disease management. Originality/value Dr Kidd is a pioneer of social robotics and has developed groundbreaking technology for healthcare applications that combines artificial intelligence, psychology and medical best practices to deliver everyday care to patients who are managing chronic conditions. He holds patents, including one entitled Apparatus and Method for Assisting in Achieving Desired Behavior Patterns and in an Interactive Personal Health Promoting Robot. Dr Kidd was awarded the inaugural Wall Street Journal and Credit Suisse Technopreneur of the Year in 2010, which is meant to “honor the entry that best applies technology with the greatest potential for commercial success”. He is also the Director of Business Development for the nonprofit Silicon Valley Robotics and is an impact partner for Fresco Capital. He consults, mentors and serves as a Board Member and Advisor to several high-tech startups.

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18

Pransky, Joanne. "The Pransky interview: Dr Yoky Matsuoka, Vice President Technology, Nest Labs." Industrial Robot: An International Journal 41, no. 6 (October 20, 2014): 481–86. http://dx.doi.org/10.1108/ir-09-2014-0389.

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Purpose – This article is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot Journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry engineer-turned entrepreneur regarding the evolution, commercialization and challenges of bringing a technological invention to market. Design/methodology/approach – The interviewee is Dr Yoky Matsuoka, the Vice President of Nest Labs. Matsuoka describes her career journey that led her from a semi-professional tennis player who wanted to build a robot tennis buddy, to a pioneer of neurobotics who then applied her multidisciplinary research in academia to the development of a mass-produced intelligent home automation device. Findings – Dr Matsuoka received a BS degree from the University of California, Berkeley and an MS and PhD in electrical engineering and computer science from the Massachusetts Institute of Technology (MIT). She was also a Postdoctoral Fellow in the Brain and Cognitive Sciences at MIT and in Mechanical Engineering at Harvard University. Dr Matsuoka was formerly the Torode Family Endowed Career Development Professor of Computer Science and Engineering at the University of Washington (UW), Director of the National Science Foundation Engineering Research Center for Sensorimotor Neural Engineering and Ana Loomis McCandless Professor of Robotics and Mechanical Engineering at Carnegie Mellon University. In 2010, she joined Google X as one of its three founding members. She then joined Nest as VP of Technology. Originality/value – Dr Matsuoka built advanced robotic prosthetic devices and designed complementary rehabilitation strategies that enhanced the mobility of people with manipulation disabilities. Her novel work has made significant scientific and engineering contributions in the combined fields of mechanical engineering, neuroscience, bioengineering, robotics and computer science. Dr Matsuoka was awarded a MacArthur Fellowship in which she used the Genius Award money to establish a nonprofit corporation, YokyWorks, to continue developing engineering solutions for humans with physical disabilities. Other awards include the Emerging Inventor of the Year, UW Medicine; IEEE Robotics and Automation Society Early Academic Career Award; Presidential Early Career Award for Scientists and Engineers; and numerous others. She leads the development of the learning and control technology for the Nest smoke detector and Thermostat, which has saved the USA hundreds of billions of dollars in energy expenses. Nest was sold to Google in 2013 for a record $3.2 billion dollars in cash.

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19

Guo, Baorong. "Charity for Profit? Exploring Factors Associated with the Commercialization of Human Service Nonprofits." Nonprofit and Voluntary Sector Quarterly 35, no. 1 (March 2006): 123–38. http://dx.doi.org/10.1177/0899764005282482.

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20

Perry, Joshua E., and Robert C. Stone. "In the Business of Dying: Questioning the Commercialization of Hospice." Journal of Law, Medicine & Ethics 39, no. 2 (2011): 224–34. http://dx.doi.org/10.1111/j.1748-720x.2011.00591.x.

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In our society, some aspects of life are off-limits to commerce. We prohibit the selling of children and the buying of wives, juries, and kidneys. Tainted blood is an inevitable consequence of paying blood donors; even sophisticated laboratory tests cannot supplant the gift-giving relationship as a safeguard of the purity of blood. Like blood, health care is too precious, intimate, and corruptible to entrust to the market.The hospice movement in the United States is approximately 40 years old. During these past four decades, the concept of holistic, multidisciplinary care for patients (and their families) who are suffering from a terminal illness has evolved from a modest, grassroots constellation of primarily volunteer-run and community-governed endeavors to a multimillion dollar industry where the surviving nonprofits compete with for-profit providers, often publicly traded, managed by M.B.A.-trained executives, and governed by corporate boards. The relatively recent emergence of for-profit hospice reflects an increasing commercialization of health care in the United States, the potentially adverse impact of which has been well documented.

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21

Zhang, Zhibin, and Chao Guo. "Still hold aloft the banner of social change? Nonprofit advocacy in the wave of commercialization." International Review of Administrative Sciences, January 2, 2020, 002085231987997. http://dx.doi.org/10.1177/0020852319879979.

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Nonprofit organizations worldwide are increasingly seeking commercial means of financing. Would commercialization compromise the civic functions of nonprofit organizations, especially their policy advocacy efforts for social change? In this article, we address this profound concern by examining policy advocacy by commercialized nonprofits in Singapore. Applying a fuzzy-set qualitative comparative analysis approach in theory building, this study identifies multiple causal configurations of organizational and environmental conditions under which nonprofit organizations can still maintain a high level of advocacy activities in the wave of commercialization. The configurational theory that this study develops sheds new light on our understanding of the causal complexity underlying nonprofit advocacy and informs decision-making on how to uphold nonprofit civic functions in the commercializing context.

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22

Hung, ChiaKo. "Decomposing the Effect of Commercialization on Nonprofit Donations." VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, July 7, 2020. http://dx.doi.org/10.1007/s11266-020-00246-1.

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23

Mikołajczak, Paweł. "Do Nonprofit Organizations Experience Precarious Employment? The Impact of NGO Commercialization." Public Organization Review, February 22, 2021. http://dx.doi.org/10.1007/s11115-021-00512-w.

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AbstractThe purpose of this article is to examine if Polish non-governmental organizations (NGOs) experience the precarious employment and to identify whether the commercialization of NGOs influences this phenomenon. The study confirms that Polish NGOs experience precarious employment. The greater flexibility a given form of employee engagement provides, the greater the number of NGOs using it. Only a small percentage of organizations employ full-time employees. However, the commercialization does not significantly affect precarious employment in NGOs, moreover it does not impact on the employment of contract employees who had previously worked for the organization as volunteers.

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24

Wang, Xiao Lu. "Marketization in a statist-corporatist nonprofit sector: the case of Hong Kong." International Review of Administrative Sciences, May 28, 2020, 002085232092586. http://dx.doi.org/10.1177/0020852320925867.

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In this article, an actor-centered approach was used to conceptualize marketization trends under statist-corporatist regimes and to critically examine theories on the trends and impact of marketization. A grounded theory method was used to guide data collection. A total of 65 critical incidents from the perspective of senior executives were collected from 18 nonprofit organizations in Hong Kong. Their annual budgets all exceeded US$6.5 million. Behavioral event interviews were conducted with the senior executives to understand how they conceptualized the organizational challenges and rationalized their decisions. The results show that commercialization was not a major marketization trend in statist-corporatist regimes. Nonprofit organizations were found enhancing self-governance capacities through building management competencies, articulating organizational policies and know-how, and adopting strategic management. It was not driven by institutional isomorphism. Second, strategic human resource management was revealed as another strategy to reduce resource dependence, which enriches the theory's current focus on earned-income strategies. Third, service expansions were observed as either directed at service gaps or driven by competition. By specifying the rationales for service expansion in exclusively nonprofit service markets, the study nuances the debate over the impact of marketization on nonprofit sectors. Points for practitioners For policymakers, it is important to be aware of the impact of market mechanisms on the nonprofit sector, which varies across countries due to the differences in the institutional framework for social service provision. For nonprofit managers, particularly those working in a statist-corporatist sector, they may benefit from self-governance strategies, revenue strategies such as active fundraising campaigns and regular donor programs, and strategic human resource management practices. More importantly, it is revealed that service expansions driven by competition for market shares and resources could render nonprofits, particularly those serve multiple types of target beneficiaries susceptible to the struggles of defining organizational identity and core competencies.

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25

"Organizational conflicts affecting technology commercialization from nonprofit laboratories Charles R. Duke, Journal of Product and Brand Management (Number 5, 1995), pp. 5–13 (GPL)." Journal of Product Innovation Management 13, no. 3 (May 1996): 257–59. http://dx.doi.org/10.1016/0737-6782(96)00023-9.

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