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| The Propositions of a Business Model for Non-profit Organizations: The Value Chain Theory |
Sandy Yu-Rung Yang, Sean Te-Hsun Lin
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Abstract:
Non-profit organizations have played an essential role in both compensation of government policy and vacancy of public welfare provision. However, as social demands become diverse, to strengthen systematic management, non-profit organizations need to adopt corporate management mechanism internally whereas externally they need to compete with governmental and civic organizations out of the limited resources and budgets. Generally speaking, the nature of non-profit organization is between welfare-driven government and profit-driven business enterprises. Thus, how non-profit organizations play the role in creation of social value becomes extremely significant in a society. To consolidate its competiveness, non-profit organizations need to constantly create social value. The aim of this study is to discuss the correlations and relationships of the four variables, Operation Strategy, Project Planning, Resource Link, and Performance Measurement, based on the construction of “Value Chain Theory.” The study includes four variables and five propositions. Proposition 1 suggests Operation Strategy has a positive impact on Performance Measurement. Proposition 2 suggests Operation Strategy has a positive impact on Project Planning. Proposition 3 suggests Project Planning has a positive impact on Performance Measurement., proposition 4 suggests Project Planning has a mediation effect between Operation Strategy and Performance Measurement. Finally, proposition 5 suggests resource link has a moderation effect between Project Planning and Performance Measurement in non-profit organizations. It is hoped that the results of this study can shed new lights on the enhancement of competitiveness of non-profit organizations and on the continuation in non-profit business development.
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