Arvidson, M. & Lyon, F.
Examines how nonprofit organizations in the United Kingdom respond to demands for social impact assessment; organizations both resist, by exercising discretion over what to measure through strategic decoupling, and use impact measurement for learning and promotion.
Non-profit organisations are under increasing pressure to demonstrate their social impact. This paper examines the experience and behaviour of non-profit organisations in the UK in relation to a demand for social impact evaluations. External resource providers request organisations to present evidence on how resources are used and what organisations have achieved. While most organisations are willing to comply and accept this control, they can also resist through using their discretion in deciding what to measure, how to measure and what to report. Non-profit organisations can proactively and voluntarily use social impact measurement for learning and promotional purposes, and as a way of exerting control over their environment. The analysis develops the concept of strategic decoupling to explain the differences observed between what organisations are asked to do, what they plan to do and what they are doing in practice.
Source : Crossref (métadonnées DOI) — le résumé original publié par les auteurs.
Examines how nonprofit organizations in the United Kingdom respond to demands for social impact assessment; organizations both resist, by exercising discretion over what to measure through strategic decoupling, and use impact measurement for learning and promotion.
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