Skip to main content
SpringerLink
Log in

Spiritually Informed Not-for-profit Performance Measurement

  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Abstract

Performance measurement has far-reaching implications for not-for-profit organizations because it serves to legitimize, attract resources, and preserve expectations of stakeholders. However, the existing theory and practice of not-for-profit performance measurement have fallen short, due in part, to an overuse of profit-oriented philosophies. Therefore, we examine not-for-profit performance measurement by utilizing Marques’ (J Bus Ethics 92:211–225, 2010) “five spiritual practices of Buddhism.” Marques’ spiritual practices—a pro-scientific philosophy, greater personal responsibility, healthy detachment, collaboration, and embracing a wholesome view—are the foundation of our research design. Responses from senior not-for-profit practitioners (n = 63) support the linkages between spiritual practices and not-for-profit performance measurement. We identify three essential performance measurement principles and elaborate on their capacity to generate awareness, higher meaning, and connectedness within not-for-profits.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1

Similar content being viewed by others

Abbreviations

BSC:

Balanced scorecard

NFP:

Not-for-profit

NFP-PM:

Not-for-profit performance measurement

PM:

Performance measurement

References

  • Alexander, J. (2010). Spirituality of work in nonprofit organizations. In R. A. Giacalone & C. L. Jurkiewicz (Eds.), Handbook of workplace spirituality and organizational performance (3rd ed., pp. 291–305). Armonk, NY: M. E. Sharpe.

    Google Scholar 

  • Alvord, S. H., Brown, L. D., & Letts, C. W. (2004). Social entrepreneurship and societal transformation: An exploratory study. The Journal of Applied Behavioral Science, 40(3), 260–282.

    Article  Google Scholar 

  • Ashmos, D., & Duchon, D. (2000). Spirituality at work. Journal of Management Inquiry, 9(2), 134–145.

    Article  Google Scholar 

  • Austin, J., Stevenson, H., & Wei-Skillern, J. (2006). Social and commercial entrepreneurship: Same, different, or both? Entrepreneurship, Theory and Practice, 30(1), 1–22.

    Article  Google Scholar 

  • Baggett, J. P. (2000). Habitat for humanity: Building private homes, building public religion. Philadelphia, PA: Temple University Press.

    Google Scholar 

  • Bagnoli, L., & Megali, C. (2009). Measuring performance in social enterprises. Nonprofit and Voluntary Sector Quarterly, 40(1), 149–165.

    Article  Google Scholar 

  • Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.

    Article  Google Scholar 

  • Baruch, Y., & Ramalho, N. (2006). Communalities and distinctions in the measurement of organizational performance and effectiveness across for-profit and nonprofit sectors. Nonprofit and Voluntary Sector Quarterly, 35(1), 39–65.

    Article  Google Scholar 

  • Battilana, J., Sengul, M., Pache, A. C., & Model, J. (2014). Harnessing productive tensions in hybrid organizations: The case of work integration social enterprises. Academy of Management Journal, forthcoming.

  • Bertotti, M., Leahy, G., Sheridan, K., Tobi, P., & Renton, A. (2011). Measuring the impact of social enterprises. British Journal of Healthcare Management, 17(4), 152–156.

    Article  Google Scholar 

  • Briner, R. B., Denyer, D., & Rousseau, D. M. (2009). Evidence-based management: Concept cleanup time? The Academy of Management Perspectives, 23(4), 19–32.

    Article  Google Scholar 

  • Brower, H. H., & Shrader, C. B. (2000). Moral reasoning and ethical climate: Not-for-profit vs. for-profit boards of directors. Journal of Business Ethics, 26(2), 147–167.

    Article  Google Scholar 

  • Bull, M. (2007). “Balance”: The development of a social enterprise business performance analysis tool. Social Enterprise Journal, 3(1), 49–66.

    Article  Google Scholar 

  • Busby, J., & Grépin, K. A. (2015). What accounts for the World Health Organization’s failure on Ebola?. The politics and policy of Ebola. Political Science & Politics, 48(1), 12–13.

    Google Scholar 

  • Cavalluzzo, K. S., & Ittner, C. D. (2004). Implementing performance measurement innovations: Evidence from government. Accounting, Organizations and Society, 29(3), 243–267.

    Article  Google Scholar 

  • Copps, J. (2010). The Little Blue Book: NPC’s guide to analysing charities, for charities and funders. London: New Philanthropy Capital.

    Google Scholar 

  • Cortina, J. M. (1993). What is coefficient alpha? An examination of theory and applications. Journal of Applied Psychology, 78(1), 98–104.

    Article  Google Scholar 

  • Costa, E., Ramus, T., & Andreaus, M. (2011). Accountability as a managerial tool in non-profit organizations: Evidence from Italian CSVs. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 22(3), 470–493.

    Article  Google Scholar 

  • Dalai Lama, B, XIV (1995). The world of Tibetan Buddhism: An overview of its philosophy and practice. Somerville, MA: Wisdom Publications Inc.

    Google Scholar 

  • Daniels, D., Franz, R. S., & Wong, K. (2000). A classroom with a worldview: Making spiritual assumptions explicit in management education. Journal of Management Education, 24(5), 540–561.

    Article  Google Scholar 

  • Dart, R. (2004). The legitimacy of social enterprise. Nonprofit Management and Leadership, 14(4), 411–424.

    Article  Google Scholar 

  • Dawson, A. (2010). A case study of impact measurement in a third sector umbrella organisation. International Journal of Productivity and Performance Management, 59(6), 519–533.

    Article  Google Scholar 

  • Daya, R. (2000). Buddhist psychology, a theory of change processes: Implications for counsellors. International Journal for the Advancement of Counselling, 22(4), 257–271.

    Article  Google Scholar 

  • Dean, K. L. (2004). Systems thinking’s challenge to research in spirituality and religion at work: An interview with Ian Mitroff. Journal of Organizational Change Management, 17(1), 11–25.

    Article  Google Scholar 

  • Dees, J. G. (1998a). Enterprising nonprofits. Harvard Business Review, 76(1), 54–67.

    Google Scholar 

  • Dees, J. G. (1998b). The meaning of social entrepreneurship. Stanford, CA: Stanford University.

    Google Scholar 

  • Dees, J. G. (2012). A tale of two cultures: Charity, problem solving, and the future of social entrepreneurship. Journal of Business Ethics, 111(3), 321–334.

    Article  Google Scholar 

  • Dees, J. G., & Anderson, B. B. (2003). Sector-bending: Blurring lines between nonprofit and for-profit. Society, 40(4), 16–27.

    Article  Google Scholar 

  • Dees, J. G., Nash, M., Anderson, B., Kalafatas, J., Tolman, R., Kuran, W., & Bloom, P. (2008). Developing the field of social entrepreneurship. Durham, NC: Center for the Advancement of Social Entrepreneurship.

    Google Scholar 

  • Dent, E. B., Higgins, M. E., & Wharff, D. M. (2005). Spirituality and leadership: An empirical review of definitions, distinctions, and embedded assumptions. The Leadership Quarterly, 16(5), 625–653.

    Article  Google Scholar 

  • Department of Trade and Industry. (2002). Social enterprise: A strategy for success. London: Department of Trade and Industry.

    Google Scholar 

  • DiMaggio, P. J., & Anheier, H. K. (1990). The sociology of nonprofit organizations and sectors. Annual Review of Sociology, 16(16), 137–159.

    Article  Google Scholar 

  • Diochon, M., & Anderson, A. R. (2009). Social enterprise and effectiveness: A process typology. Social Enterprise Journal, 5(1), 7–29.

    Article  Google Scholar 

  • Drucker, P. F. (1954). The practice of management. New York, NY: HarperCollins.

    Google Scholar 

  • Drucker, P. F. (1995). Managing the non-profit organization: Practices and principles. New York, NY: Taylor & Francis.

    Google Scholar 

  • Dyck, B. (2014). God on management: The world’s largest religions, the “theological turn”, and organization and management theory and practice. In P. Tracey, N. Phillips, & M. Lounsbury (Eds.), Religion and organization theory, research on the sociology of organizations (Vol. 41, pp. 23–62). West Yorkshire: Emerald Group Publishing.

    Chapter  Google Scholar 

  • Dyck, B., Starke, F. A., & Dueck, C. (2009). Management, prophets, and self-fulfilling prophecies. Journal of Management Inquiry, 18(3), 184–196.

    Article  Google Scholar 

  • Ebrahim, A. (2003). Making sense of accountability: Conceptual perspectives for northern and southern nonprofits. Nonprofit Management and Leadership, 14(2), 191–212.

    Article  Google Scholar 

  • Ebrahim, A., Battilana, J., & Mair, J. (2014). The governance of social enterprises: Mission drift and accountability challenges in hybrid organizations. Research in Organizational Behavior, 34, 81–100.

    Article  Google Scholar 

  • Ebrahim, A. S., & Rangan, V. K. (2010). The limits of nonprofit impact: A contingency framework for measuring social performance, Harvard Business School General Management Unit Working Paper 10-099, Cambridge, MA.

  • Ebrahim, A., & Rangan, V. K. (2014). What impact? A framework for measuring the scale and scope of social performance. California Management Review, 56(3), 118–141.

    Article  Google Scholar 

  • Fernando, M., & Jackson, B. (2006). The influence of religion-based workplace spirituality on business leaders’ decision-making: An inter-faith study. Journal of Management and Organization, 12(1), 23–39.

    Article  Google Scholar 

  • Forbes, D. P. (1998). Measuring the unmeasurable: Empirical studies of nonprofit organization effectiveness from 1977 to 1997. Nonprofit and Voluntary Sector Quarterly, 27(2), 183–202.

    Article  Google Scholar 

  • Franco-Santos, M., Lucianetti, L., & Bourne, M. (2012). Contemporary performance measurement systems: A review of their consequences and a framework for research. Management Accounting Research, 23(2), 79–119.

    Article  Google Scholar 

  • Freeman, R. E., Harrison, J. S., Wicks, A. C., Parmar, B. L., & De Colle, S. (2010). Stakeholder theory: The state of the art. Cambridge: Cambridge University Press.

    Book  Google Scholar 

  • Fremont-Smith, M. R., & Kosaras, A. (2003) Wrongdoing by officers and directors of charities: A survey of press reports 1995–2002. Hauser Center for Nonprofit Organizations Working Paper 20, Harvard University, Cambridge, MA.

  • Gamble, E. N., & Moroz, P. W. (2014). Unpacking not-for-profit performance. Journal of Social Entrepreneurship, 5(1), 77–106.

    Article  Google Scholar 

  • Gates, B. (2013). Annual letter from Bill Gates. Seattle, WA: Bill & Melinda Gates Foundation.

    Google Scholar 

  • Giacalone, R. A., & Jurkiewicz, C. L. (2003). Handbook of workplace spirituality and organizational performance. Armonk, NY: M.E. Sharpe.

    Google Scholar 

  • Glaeser, E. L. (2002). The governance of not-for-profit firms. National Bureau of Economic Research No. w8921, Cambridge, MA.

  • Gotsis, G., & Kortezi, Z. (2008). Philosophical foundations of workplace spirituality: A critical approach. Journal of Business Ethics, 78(4), 575–600.

    Article  Google Scholar 

  • Gümüsay, A. A. (2014). Entrepreneurship from an Islamic perspective. Journal of Business Ethics, forthcoming.

  • Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (2010). Multivariate data analysis. Upper Saddle River, NJ: Pearson Education.

    Google Scholar 

  • Hall, M. (2008). The effect of comprehensive performance measurement systems on role clarity, psychological empowerment and managerial performance. Accounting, Organizations and Society, 33(2), 141–163.

    Article  Google Scholar 

  • Harding, R. (2004). Social enterprise: The new economic engine? Business Strategy Review, 15(4), 39–43.

    Article  Google Scholar 

  • Henry, E., & Pene, H. (2001). Kaupapa Maori: Locating indigenous ontology, epistemology and methodology in the academy. Organization, 8(2), 234–242.

    Article  Google Scholar 

  • Hicks, D. A. (2003). Religion and the workplace: Pluralism, spirituality, leadership. Cambridge: Cambridge University Press.

    Book  Google Scholar 

  • Hollensbe, E., Wookey, C., Hickey, L., & George, G. (2014). Organizations with purpose. Academy of Management Journal, 57(5), 1227–1234.

    Article  Google Scholar 

  • Hox, J. J. (1997). From theoretical concept to survey question. In L. Lyberg (Ed.), Survey measurement and process quality (pp. 47–69). Hoboken, NJ: John Wiley & Sons.

    Google Scholar 

  • Huxley, A. (1944). The perennial philosophy. New York, NY: Harper.

    Google Scholar 

  • Hynes, B. (2009). Growing the social enterprise–issues and challenges. Social Enterprise Journal, 5(2), 114–125.

    Article  Google Scholar 

  • Kaplan, R. S. (2001). Strategic performance measurement and management in nonprofit organizations. Nonprofit Management and Leadership, 11(3), 353–370.

    Article  Google Scholar 

  • Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Karakas, F. (2010a). Exploring value compasses of leaders in organizations: Introducing nine spiritual anchors. Journal of Business Ethics, 93(1), 73–92.

    Article  Google Scholar 

  • Karakas, F. (2010b). Spirituality and performance in organizations: A literature review. Journal of Business Ethics, 94(1), 89–106.

    Article  Google Scholar 

  • Kloos, K., & Papi, D. (2014). Lost in translation. Stanford Social Innovation Review, 12(3), 59–60.

    Google Scholar 

  • Koufteros, X., Verghese, A. J., & Lucianetti, L. (2014). The effect of performance measurement systems on firm performance: A cross-sectional and a longitudinal study. Journal of Operations Management, 32(6), 313–336.

    Article  Google Scholar 

  • Leahy, G., & Villeneuve-Smith, F. (2009). State of Social Enterprise Survey 2009. London: Social Enterprise Coalition.

    Google Scholar 

  • Lecy, J. D., Schmitz, H. P., & Swedlund, H. (2012). Non-governmental and not-for-profit organizational effectiveness: A modern synthesis. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 23(2), 434–457.

    Article  Google Scholar 

  • Liket, K. C., & Maas, K. (2013). Nonprofit organizational effectiveness: Analysis of best practices. Nonprofit and Voluntary Sector Quarterly, forthcoming.

  • Lingane, A., & Olsen, S. (2004). Guidelines for social return on investment. California Management Review, 46(3), 116–135.

    Article  Google Scholar 

  • Lyon, F., & Sepulveda, L. (2009). Mapping social enterprises: Past approaches, challenges, and future directions. Social Enterprise Journal, 5(1), 83–94.

    Article  Google Scholar 

  • Maas, K., & Liket, K. (2011). Social impact measurement: Classification of methods. In R. Burritt (Ed.), Environmental Management Accounting and Supply Chain Management (Vol. 27, pp. 171–202). Dordrecht: Springer.

    Chapter  Google Scholar 

  • Mackey, J., & Sisodia, R. (2014). Conscious capitalism: Liberating the heroic spirit of business. New York, NY: Harvard Business Review Press.

    Google Scholar 

  • Mair, J., & Martí, I. (2006). Social entrepreneurship research: A source of explanation, prediction, and delight. Journal of World Business, 41(1), 36–44.

    Article  Google Scholar 

  • Markow, F., & Klenke, K. (2005). The effects of personal meaning and calling on organizational commitment: An empirical investigation of spiritual leadership. International Journal of Organizational Analysis, 13(1), 8–27.

    Article  Google Scholar 

  • Marques, J. (2010). Toward greater consciousness in the 21st century workplace: How Buddhist practices fit in. Journal of Business Ethics, 92(2), 211–225.

    Article  Google Scholar 

  • Marques, J. (2012). Consciousness at work: A review of some important values, discussed from a Buddhist perspective. Journal of Business Ethics, 105(1), 27–40.

    Article  Google Scholar 

  • Mason, C., Kirkbride, J., & Bryde, D. (2007). From stakeholders to institutions: The changing face of social enterprise governance theory. Management Decision, 45(2), 284–301.

    Article  Google Scholar 

  • McLoughlin, J., Kaminski, J., Sodagar, B., Khan, S., Harris, R., Arnaudo, G., & Mc Brearty, S. (2009). A strategic approach to social impact measurement of social enterprises: The SIMPLE methodology. Social Enterprise Journal, 5(2), 154–178.

    Article  Google Scholar 

  • Meadows, M., & Pike, M. (2010). Performance management for social enterprises. Systemic Practice & Action Research, 23(2), 127–141.

    Article  Google Scholar 

  • Melé, D. (2012). The firm as a “community of persons”: A pillar of humanistic business ethos. Journal of Business Ethics, 106(1), 89–101.

    Article  Google Scholar 

  • Metcalf, F., & Hateley, B. G. (2001). What would Buddha do at work?. Berkeley, CA: Seastone.

    Google Scholar 

  • Micheli, P., & Manzoni, J. F. (2010). Strategic performance measurement: Benefits, limitations and paradoxes. Long Range Planning, 43(4), 465–476.

    Article  Google Scholar 

  • Micheli, P., & Mari, L. (2014). The theory and practice of performance measurement. Management Accounting Research, 25(2), 147–156.

    Article  Google Scholar 

  • Millar, R., & Hall, K. (2013). Social return on investment (SROI) and performance measurement: The opportunities and barriers for social enterprises in health and social care. Public Management Review, 15(6), 923–941.

    Article  Google Scholar 

  • Miller, K. D. (2014). Organizational research as practical theology. Organizational Research Methods, forthcoming.

  • Mitroff, I. I., & Denton, E. A.  (1999a). A spiritual audit of corporate America. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Mitroff, I. I., & Denton, E. A. (1999b). A study of spirituality in the workplace. The Sloan Management Review, 40(4), 83–93.

    Google Scholar 

  • Morino, M. (2011). Leap of reason: Managing to outcomes in an era of scarcity. Washington, DC: Venture Philanthropy Partners.

    Google Scholar 

  • Moxham, C. (2009). Performance measurement: Examining the applicability of the existing body of knowledge to nonprofit organisations. International Journal of Operations & Production Management, 29(7), 740–763.

    Article  Google Scholar 

  • Nhat Hanh, T. (1998). The heart of the Buddha’s teaching. London: Rider.

    Google Scholar 

  • Nicholls, A. (2009). ‘We do good things, don’t we?’: Blended value accounting in social entrepreneurship. Accounting, Organizations and Society, 34(6), 755–769.

    Article  Google Scholar 

  • Pache, A. C., & Santos, F. (2010). When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands. Academy of Management Review, 35(3), 455–476.

    Article  Google Scholar 

  • Pache, A. C., & Santos, F. (2013). Inside the hybrid organization: Selective coupling as a response to conflicting institutional logics. Academy of Management Journal, 56(4), 972–1001.

    Article  Google Scholar 

  • Paton, R. (2003). Managing and measuring social enterprises. London: Sage Publications.

    Google Scholar 

  • Peredo, A. M., & McLean, M. (2006). Social entrepreneurship: A critical review of the concept. Journal of World Business, 41(1), 56–65.

    Article  Google Scholar 

  • Perrini, F. (2006). The new social entrepreneurship: What awaits social entrepreneurial ventures?. Cheltenham: Edward Elgar.

    Google Scholar 

  • Petchsawang, P., & Duchon, D. (2012). Workplace spirituality, meditation, and work performance. Journal of Management, Spirituality & Religion, 9(2), 189–208.

    Article  Google Scholar 

  • Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard Business Review, 84(1), 62–74.

    Google Scholar 

  • Pfeffer, J., & Sutton, R. I. (2007). Suppose we took evidence-based management seriously: Implications for reading and writing management. Academy of Management Learning & Education, 6(1), 153–155.

    Article  Google Scholar 

  • Pio, E. (2007). Gurus and Indian epistemologies parables of labor-intensive organizations. Journal of Management Inquiry, 16(2), 180–192.

    Article  Google Scholar 

  • Polonsky, M. J. (2008). Evaluating the social value of charitable organizations: A conceptual foundation. Journal of Macromarketing, 28(2), 130.

    Article  Google Scholar 

  • Poole, E. (2009). Organisational spirituality: A literature review. Journal of Business Ethics, 84(4), 577–588.

    Article  Google Scholar 

  • Pritchard, D., Ogain, E., & Lumley, T. (2012). Making an impact: Impact measurement among charities and social enterprises in the UK. London: New Philanthropy Capital.

    Google Scholar 

  • Purser, R. E., & Milillo, J. (2015). Mindfulness revisited a Buddhist-based conceptualization. Journal of Management Inquiry, 24(1), 3–24.

    Article  Google Scholar 

  • Rego, A., & e Cunha, M. P. (2008). Workplace spirituality and organizational commitment: An empirical study. Journal of Organizational Change Management, 21(1), 53–75.

    Article  Google Scholar 

  • Ryan, P. W., & Lyne, I. (2008). Social enterprise and the measurement of social value: Methodological issues with the calculation and application of the social return on investment. Education, Knowledge & Economy, 2(3), 223–237.

    Article  Google Scholar 

  • Salamon, L. M., Sokolowski, S. W., Haddock, M. A., & Tice, H. S. (2013). The State of Global Civil Society and Volunteering: Latest findings from the implementation of the UN Nonprofit Handbook, Working Paper No. 49, Johns Hopkins Center for Civil Society, Baltimore, MD.

  • Schumacher, E. F. (1993). Small is beautiful: A study of economics as if people mattered. London: Random House.

    Google Scholar 

  • Short, J. C., Moss, T. W., & Lumpkin, G. T. (2009). Research in social entrepreneurship: Past contributions and future opportunities. Strategic Entrepreneurship Journal, 3(2), 161–194.

    Article  Google Scholar 

  • Simons, R. (1995). Control in an age of empowerment. Harvard Business Review, 73(2), 80–88.

    Google Scholar 

  • Somers, A. B. (2005). Shaping the balanced scorecard for use in UK social enterprises. Social Enterprise Journal, 1(1), 43–56.

    Article  Google Scholar 

  • Sørensen, B. M., Spoelstra, S., Höpfl, H., & Critchley, S. (2012). Theology and organization. Organization, 19(3), 267–279.

    Article  Google Scholar 

  • Speckbacher, G. (2003). The economics of performance management in nonprofit organizations. Nonprofit Management and Leadership, 13(3), 267–281.

    Article  Google Scholar 

  • Steingard, D. S. (2005). Spiritually-informed management theory toward profound possibilities for inquiry and transformation. Journal of Management Inquiry, 14(3), 227–241.

    Article  Google Scholar 

  • Tracey, P. (2012). Religion and organization: A critical review of current trends and future directions. The Academy of Management Annals, 6(1), 87–134.

    Article  Google Scholar 

  • Tracey, P., Phillips, N., & Lounsbury, M. (2014). Taking religion seriously in the study of organizations. In P. Tracey, N. Phillips, & M. Lounsbury (Eds.), Religion and organization theory, research on the sociology of organizations (Vol. 41, pp. 3–21). West Yorkshire: Emerald Group Publishing.

    Chapter  Google Scholar 

  • Trivedi, C., & Stokols, D. (2011). Social enterprises and corporate enterprises fundamental differences and defining features. Journal of Entrepreneurship, 20(1), 1–32.

    Article  Google Scholar 

  • Tuan, M. T. (2008). Measuring and/or estimating social value creation: Insights into eight integrated cost approaches. Seattle, WA: Bill & Melinda Gates Foundation.

    Google Scholar 

  • VanSandt, C. V., Sud, M., & Marmé, C. (2009). Enabling the original intent: Catalysts for social entrepreneurship. Journal of Business Ethics, 90(3), 419–428.

    Article  Google Scholar 

  • Weaver, G. R., & Agle, B. R. (2002). Religiosity and ethical behavior in organizations: A symbolic interactionist perspective. Academy of Management Review, 27(1), 77–97.

    Google Scholar 

  • Weber, M. (1958/1903). The protestant ethic and the spirit of capitalism (T. Parsons, Trans.). New York, NY: Scribner’s.

  • Weerawardena, J., McDonald, R. E., & Mort, G. S. (2010). Sustainability of nonprofit organizations: An empirical investigation. Journal of World Business, 45(4), 346–356.

    Article  Google Scholar 

  • Weerawardena, J., & Mort, G. S. (2006). Investigating social entrepreneurship: A multidimensional model. Journal of World Business, 41(1), 21–35.

    Article  Google Scholar 

  • Zahra, S. A., Gedajlovic, E., Neubaum, D. O., & Shulman, J. M. (2009). A typology of social entrepreneurs: Motives, search processes and ethical challenges. Journal of Business Venturing, 24(5), 519–532.

    Article  Google Scholar 

Download references

Acknowledgments

The authors wish to thank Nancy A. Johnson for her editorial assistance on this paper.

Author information

Authors and Affiliations

  1. Montana State University, Bozeman, USA

    Edward N. Gamble

  2. University of Warwick, Coventry, UK

    Haley A. Beer

Authors
  1. Edward N. Gamble
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Haley A. Beer
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Edward N. Gamble.

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Gamble, E.N., Beer, H.A. Spiritually Informed Not-for-profit Performance Measurement. J Bus Ethics 141, 451–468 (2017). https://doi.org/10.1007/s10551-015-2682-5

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10551-015-2682-5

Keywords

Search

Navigation