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Lean Thinking in Non-profit Organizations

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Green and Lean Management

Part of the book series: Management and Industrial Engineering ((MINEN))

Abstract

Non-profit organizations are constrained by their institutional environment to adopt management models based both on quality certification and on principles of lean thinking . This research analyses the effects of organizational change based on two resources that rationalize organizational management : a quality standard and a software platform . The first resource provides a set of requirements, based on which the quality management system is built. The second resource provides the information/communication technology that provides the infrastructure for a quality management system. In theory, these resources should increase efficiency and stimulate institutional isomorphism . In reality, the consequences of this change process are not only the improvement of overall organizational performance but also increased intra-organizational and inter-organizational heterogeneity and the emergence of organizational paradoxes .

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Authors and Affiliations

  1. Department of Sociology, Institute of Social Sciences, University of Minho, Campus Gualtar, 4710-057, Braga, Portugal

    Ivo Domingues & José Cunha Machado

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  1. Ivo Domingues
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  2. José Cunha Machado
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Correspondence to Ivo Domingues .

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  1. Department of Management, University of Minho, Braga, Portugal

    Carolina Machado

  2. Department of Mechanical Engineering, University of Aveiro, Aveiro, Portugal

    J. Paulo Davim

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Domingues, I., Machado, J.C. (2017). Lean Thinking in Non-profit Organizations. In: Machado, C., Davim, J. (eds) Green and Lean Management. Management and Industrial Engineering. Springer, Cham. https://doi.org/10.1007/978-3-319-44909-8_4

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