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Determinants of innovative behaviour in nonprofit organisations: an empirical research

Bram Verschuere UGent, Eline Beddeleem and Dries Verlet (2014) PUBLIC MANAGEMENT REVIEW. 16(2). p.173-198
abstract
Faced with an increasingly challenging environment, nonprofit organizations (NPOs) must behave innovatively and act in a result- or performance-oriented manner. In this article, we explore the extent to which NPOs behave innovatively (in their management and service delivery), and the factors that determine this innovative behaviour. We conducted our research in the main subsectors of the Flemish nonprofit sector (education, welfare, health and the socio-cultural sector). The results presented here are based on a survey of 170 NPO managers. We found that the organizations within our sample claim that innovations occur to a fairly large extent. We have, however, discovered differences in innovative behaviour between subsectors. In addition, we found that there are many forces at work when trying to explain innovative behaviour in NPOs and different forms of innovative behaviour also seem to have different explanations.
Please use this url to cite or link to this publication:
author
organization
year
type
journalArticle (original)
publication status
published
subject
keyword
Innovative behaviour, MANAGEMENT, result-oriented behaviour, non-profit organizations, Flanders
journal title
PUBLIC MANAGEMENT REVIEW
volume
16
issue
2
pages
173 - 198
Web of Science type
Article
Web of Science id
000332197800002
ISSN
1471-9037
DOI
10.1080/14719037.2012.757347
language
English
UGent publication?
yes
classification
A1
copyright statement
I have transferred the copyright for this publication to the publisher
id
2138499
handle
http://hdl.handle.net/1854/LU-2138499
date created
2012-06-11 12:28:14
date last changed
2014-04-24 14:13:11
@article{2138499,
  abstract     = {Faced with an increasingly challenging environment, nonprofit organizations (NPOs) must behave innovatively and act in a result- or performance-oriented manner. In this article, we explore the extent to which NPOs behave innovatively (in their management and service delivery), and the factors that determine this innovative behaviour. We conducted our research in the main subsectors of the Flemish nonprofit sector (education, welfare, health and the socio-cultural sector). The results presented here are based on a survey of 170 NPO managers. We found that the organizations within our sample claim that innovations occur to a fairly large extent. We have, however, discovered differences in innovative behaviour between subsectors. In addition, we found that there are many forces at work when trying to explain innovative behaviour in NPOs and different forms of innovative behaviour also seem to have different explanations.},
  author       = {Verschuere, Bram and Beddeleem, Eline and Verlet, Dries},
  issn         = {1471-9037},
  journal      = {PUBLIC MANAGEMENT REVIEW},
  keyword      = {Innovative behaviour,MANAGEMENT,result-oriented behaviour,non-profit organizations,Flanders},
  language     = {eng},
  number       = {2},
  pages        = {173--198},
  title        = {Determinants of innovative behaviour in nonprofit organisations: an empirical research},
  url          = {http://dx.doi.org/10.1080/14719037.2012.757347},
  volume       = {16},
  year         = {2014},
}

Chicago
Verschuere, Bram, Eline Beddeleem, and Dries Verlet. 2014. “Determinants of Innovative Behaviour in Nonprofit Organisations: An Empirical Research.” Public Management Review 16 (2): 173–198.
APA
Verschuere, Bram, Beddeleem, E., & Verlet, D. (2014). Determinants of innovative behaviour in nonprofit organisations: an empirical research. PUBLIC MANAGEMENT REVIEW, 16(2), 173–198.
Vancouver
1.
Verschuere B, Beddeleem E, Verlet D. Determinants of innovative behaviour in nonprofit organisations: an empirical research. PUBLIC MANAGEMENT REVIEW. 2014;16(2):173–98.
MLA
Verschuere, Bram, Eline Beddeleem, and Dries Verlet. “Determinants of Innovative Behaviour in Nonprofit Organisations: An Empirical Research.” PUBLIC MANAGEMENT REVIEW 16.2 (2014): 173–198. Print.