Lean Thinking in Non-profit Organizations

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

Abstract

Non-profit organizations are constrained by their institutional environment to adopt management models based both on quality certification and on principlesof lean thinking. This research analyses the effects of organizational change based on two resources that rationalize organizational management: a quality standard and a softwareplatform. The first resource provides a set of requirements, based on which the quality management system is built. The second resource provides the information/communicationtechnology 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-organizationalheterogeneity and the emergence of organizational paradoxes.

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Copyright information

© Springer International Publishing Switzerland 2017

Authors and Affiliations

  1. 1.Department of Sociology, Institute of Social SciencesUniversity of MinhoBragaPortugal

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