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Journal articles on the topic 'Non-profit'

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Published: 4 June 2021
Last updated: 10 March 2023

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1

Glazer, Amihai. "The profit-maximizing non-profit." Oxford Economic Papers 68, no. 2 (November 4, 2015): 301–15. http://dx.doi.org/10.1093/oep/gpv067.

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2

Buchanan, W. "Non-Profit Services." Journal of Professional Services Marketing 2, no. 4 (November 10, 1987): 83–95. http://dx.doi.org/10.1300/j090v02n04_08.

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3

Marciszewska, Anna. "IMPROVEMENT OF PROCESSES IN A NON-PROFIT ORGANISATION." Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, no. 463 (2017): 46–55. http://dx.doi.org/10.15611/pn.2017.463.04.

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4

W. Lehman, Clayton. "Resources for ELLs in International Schools: A Non-profit and For-profit Comparison." Universal Academic Research Journal 3, no. 1 (January 1, 2021): 38–50. http://dx.doi.org/10.17220/tuara.2021.01.5.

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5

Kos-Łabędowicz, Joanna. "The Use of Social Media by Non Profit Organizations." Zeszyty Naukowe Uniwersytetu Szczecińskiego. Problemy Zarządzania, Finansów i Marketingu 40 (2015): 161–70. http://dx.doi.org/10.18276/pzfm.2015.40-13.

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6

Dobiecki, Bernard. "Marketing social : du non-profit au profit collectif." Market Management 7, no. 2 (2007): 91. http://dx.doi.org/10.3917/mama.042.0091.

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7

Lorenzetti, Diego. "Chapter 3 - Profit and non profit clinical trials." Pharmaceuticals Policy and Law 17, no. 3-4 (February 15, 2016): 327–50. http://dx.doi.org/10.3233/ppl-160419.

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8

Haltofová, Pavlína, and Vendula Haltofová. "MOBBING IN THE PROFIT AND NON-PROFIT SECTOR." Acta academica karviniensia 13, no. 1 (March 30, 2013): 34–49. http://dx.doi.org/10.25142/aak.2013.004.

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9

Domiter, Małgorzata, and Anna Marciszewska. "CHALLENGES FOR CONTEMPORARY NON-PROFIT ORGANIZATIONS – THEORETICAL DELIBERATIONS." MANAGEMENT SCIENCES 23, no. 1 (2018): 20–26. http://dx.doi.org/10.15611/ms.2018.1.03.

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10

Wąsowska, Anna. "Marketing organizacji non profit." Zeszyty Naukowe Politechniki Częstochowskiej Zarządzanie 37, no. 1 (March 2020): 75–85. http://dx.doi.org/10.17512/znpcz.2020.1.07.

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11

Jia, Xijin, Junkui Han, Haoming Huang, and Boju Zhang. "Non-Profit Frontier Dialogue." China Nonprofit Review 7, no. 2 (November 20, 2015): 363–75. http://dx.doi.org/10.1163/18765149-12341300.

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12

Dadic Fruk, Lorena, Jelena Durkin Badurina, and Helga Maškarin Ribaric. "NON-PROFIT ORGANIZATIONS AND TOURISM: CAN TOURISM DRIVE NON-PROFIT SECTOR DEVELOPMENT?" ENLIGHTENING TOURISM. A PATHMAKING JOURNAL 12, no. 1 (June 6, 2022): 121–44. http://dx.doi.org/10.33776/et.v12i1.5457.

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Non-profit sector development is the basis of any modern society. Various approaches, which take into consideration a broad spectrum of factors, are used in measuring the level of non-profit sector development. Previous studies do not identify tourism as a potential factor. It can, however, be assumed that local authorities in better-developed tourism regions are able to allocate more funds to non-profit activities, thus affecting the size of the non-profit sector. It would also be necessary to investigate whether nonprofit organizations (NPOs) recognise the potential that tourism has to provide them with opportunities to generate their own income. To determine the relationship between tourism and the non-profit sector, cluster analysis was conducted for 20 Croatian counties. The results of the study show that the level of tourism development determines the development of the non-profit sector. Namely, results confirm that there are more NPOs in regions with more-developed tourism and there are also more NPOs registered in fields of activity that can have a direct or indirect effect on tourism. On the other hand, the study’s findings indicate that regions with developed tourism tend to allocate more funds to NPO activity, which in turn boosts the level of non-profit sector development in those regions. Although this research focused on only one country and deal with certain challenges in administrative data on registered non-profit organisations, it is promising start for development of new lines of research oriented on connecting non-profit and tourism sector and examining their inter-dependence.
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13

Knutsen, Wenjue. "The Non-profit Sector is Dead, Long Live the Non-profit Sector!" VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations 27, no. 4 (March 8, 2016): 1562–84. http://dx.doi.org/10.1007/s11266-016-9696-1.

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14

Akhrorkulov, Anvar. "Non-Profit Organizations: Legislation Reform And Law Enforcement Practice." American Journal of Political Science Law and Criminology 02, no. 10 (October 28, 2020): 129–34. http://dx.doi.org/10.37547/tajpslc/volume02issue10-20.

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Article deals with the current legislation on non-profit organizations, legal extent of activities of these organizations, wide involvement of non-profit organizations in civil affairs, issues of further improvement of law enforcement practice through the implementation of proposals on changes in the Civil Code of the Republic of Uzbekistan.
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15

Domiter, Małgorzata, and Anna Marciszewska. "THE ROLE OF NON-PROFIT ORGANIZATIONS IN TEACHER EDUCATION – CASE STUDY." Ekonomia XXI Wieku 2, no. 14 (2017): 39–55. http://dx.doi.org/10.15611/e21.2017.2.03.

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16

Frank, Peter M. "Non-profit entrepreneurship: extending the concept of profit opportunities." International Journal of Entrepreneurship and Innovation Management 6, no. 3 (2006): 224. http://dx.doi.org/10.1504/ijeim.2006.009876.

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17

Felicetti, Thomas. "Preliminary Notes on a Profit and Non-Profit Life." Residential Treatment For Children & Youth 11, no. 4 (July 15, 1994): 119–24. http://dx.doi.org/10.1300/j007v11n04_10.

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18

Ellenbecker, Carol Hall. "Profit and Non-Profit Home Health Care Agency Outcomes." Home Health Care Services Quarterly 15, no. 3 (September 12, 1995): 47–60. http://dx.doi.org/10.1300/j027v15n03_04.

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19

Cordery, Carolyn, Rachel Baskerville, and Brenda Porter. "NOT REPORTING A PROFIT: CONSTRUCTING A NON-PROFIT ORGANISATION." Financial Accountability & Management 27, no. 4 (October 18, 2011): 363–84. http://dx.doi.org/10.1111/j.1468-0408.2011.00529.x.

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20

Corteselli, Emilio, and Teimuraz Natsvlishvil. "Revisione degli enti non profit." ECONOMIA E DIRITTO DEL TERZIARIO, no. 1 (September 2014): 111–40. http://dx.doi.org/10.3280/ed2014-001007.

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21

Bachert, Robert. "Chancen für Non-Profit-Organisationen." Sozialwirtschaft 16, no. 3 (2006): 25–28. http://dx.doi.org/10.5771/1613-0707-2006-3-25.

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22

Alla, TOLMACHOVA. "CONTROL IN NON-PROFIT ORGANIZATIONS." Foreign trade: economics, finance, law 115, no. 2 (April 25, 2021): 87–97. http://dx.doi.org/10.31617/zt.knute.2021(115)06.

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23

Bajo, Anto, and Maja Kolarec. "Non-profit, private or public?" Press Releases 7, no. 66 (April 1, 2014): 1–3. http://dx.doi.org/10.3326/pr.2014.66.

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24

Needham, Sean, and Lina Warnke. "Nachhaltigkeitsberichterstattung von Non-Profit-Organisationen." Zeitschrift für Gemeinwirtschaft und Gemeinwohl 45, no. 3 (2022): 455–75. http://dx.doi.org/10.5771/2701-4193-2022-3-455.

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Die unternehmerische Nachhaltigkeitsberichterstattung (NHB), die die Berichterstattung über ökologische und soziale Belange sowie guter Unternehmensführung (Governance) umfasst, steht zunehmend im Fokus von KapitalgeberInnen, Stakeholdern und der Allgemeinheit. Auch große Non-Profit-Organisationen (NPO) geraten verstärkt in die Pflicht, Rechenschaft über die Beachtung von Nachhaltigkeitsbelangen innerhalb ihrer Organisation abzulegen. Auf Grundlage einer theoretischen Analyse der möglichen Motive sowie Evaluation der einschlägigen gesetzlichen Vorgaben und relevanten Leitlinien werden im Rahmen einer vergleichenden Fallstudie Ansätze zur Umsetzung einer NHB von NPO aufgezeigt und diskutiert.
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25

Rus, Veljko. "Privatisation of Non-Profit Organisations." Journal of East European Management Studies 4, no. 2 (1999): 107–27. http://dx.doi.org/10.5771/0949-6181-1999-2-107.

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26

Marcilla, Santiago. "Non profit by Giuseppe Rivertti." Mayéutica 30, no. 69 (2004): 258–60. http://dx.doi.org/10.5840/mayeutica2004306937.

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27

Galesloot, F. M., and Jelte Waardenburg. "Groepsverslaggeving bij non-profit organisaties." Maandblad Voor Accountancy en Bedrijfseconomie 65, no. 7/8 (July 1, 1991): 330–36. http://dx.doi.org/10.5117/mab.65.20614.

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28

Foreman, Susan. "Marketing and Non-Profit Organisations." Henley Manager Update 16, no. 3 (March 2005): 1–8. http://dx.doi.org/10.1177/174578660501600302.

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Many companies make charitable donations or have decided to implement CSR programmes. Companies that have already gone this route need to know how they can add most value. In those companies without such practices in place, managers must decide whether to encourage them. Susan Foreman explores how marketing can be used to derive significant benefits from such activities.
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29

Fasano, Rob, and Jeremy J. Shapiro. "Computerizing the Small Non-Profit." Computers in Human Services 8, no. 1 (April 5, 1991): 129–45. http://dx.doi.org/10.1300/j407v08n01_11.

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30

Carvajal, Miguel, José A. García-Avilés, and José L. González. "CROWDFUNDING AND NON-PROFIT MEDIA." Journalism Practice 6, no. 5-6 (October 2012): 638–47. http://dx.doi.org/10.1080/17512786.2012.667267.

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31

Holtmann, A. G. "THEORIES OF NON-PROFIT INSTITUTIONS." Journal of Economic Surveys 2, no. 1 (March 1988): 29–45. http://dx.doi.org/10.1111/j.1467-6419.1988.tb00035.x.

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32

Maddox, John. "Non-profit profits from animals." Nature 349, no. 6309 (February 1991): 457. http://dx.doi.org/10.1038/349457a0.

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33

McGuffee, James W. "Non-profit geographically constrained locator." ACM SIGCAS Computers and Society 45, no. 2 (July 30, 2015): 41. http://dx.doi.org/10.1145/2809957.2809971.

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34

Dranove, David. "Pricing by non-profit institutions." Journal of Health Economics 7, no. 1 (March 1988): 47–57. http://dx.doi.org/10.1016/0167-6296(88)90004-5.

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35

Sven, Neumann. "Non Profit Organisationen unter Druck." German Journal of Human Resource Management: Zeitschrift für Personalforschung 19, no. 4 (November 2005): 428–32. http://dx.doi.org/10.1177/239700220501900429.

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36

Bliefert, Florian. "Non-Profit-Organisationen wertorientiert steuern." Controlling & Management Review 63, no. 7 (October 2019): 48–53. http://dx.doi.org/10.1007/s12176-019-0049-y.

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37

Петрачкова, Зинаида, and Zinaida Petrachkova. "Non-Profit Outsourcing in Tourism." Servis Plus 8, no. 2 (June 3, 2014): 91–97. http://dx.doi.org/10.12737/3899.

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The article provides a definition of non-profit organizations and reveals the essence of nоn-profit outsourcing in the sphere of tourism, an aspect not dealt with before. The author proposes two categories of non-profit organizations: tourist information centers and self-regulated organizations, which are in a position to act as outsourcers and perform a number of functions on behalf of tourist companies, thus, promoting the development on internal, in- and out-bound tourism. The author charts the relationship inside and among self-regulated organizations operating in the tourist sector.
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38

Candler, George, and Georgette Dumont. "A non-profit accountability framework." Canadian Public Administration 53, no. 2 (June 2010): 259–79. http://dx.doi.org/10.1111/j.1754-7121.2010.00126.x.

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39

Tweet, Patricia. "Whither the Non-profit Sector?" Urban Studies 50, no. 14 (October 2, 2013): 3047–55. http://dx.doi.org/10.1177/0042098013499945.

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40

Ramirez, Andres, and Kelly Janiga. "Non-profit and for profit convergence: are non-profits increasingly adopting private sector practices?" International Journal of Society Systems Science 1, no. 4 (2009): 307. http://dx.doi.org/10.1504/ijsss.2009.026507.

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41

Moczulska, Marta, Bartosz Seiler, and Janina Stankiewicz. "Coopetition in for-profit and non-profit organizations - micro level." Management 23, no. 2 (December 1, 2019): 138–56. http://dx.doi.org/10.2478/manment-2019-0023.

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Summary A situation in which appears at the same time a competition and cooperation between the subjects is defined as a coopetition. First of all it is considered at the mezo level – between the companies, but it can be analysed at the micro level – inside the organization. In the second case, it concerns shaping the relations among the employers which compete one with another and at the same time they cooperate. Among the organizations where the coopetion can be analysed we distinguish two types - for profit and non profit. A difference of the functioning of the for profit and non profit organizations can be seen among other things in the differences that refer to the shape of the coopetition. In the article the characteristic of a intraorganizational coopetition in the for profit and non profit subjects was presented. The base to formulate the conclusions was formed by the investigations made in which, to collect the data there were used the semistructure interviews with six sample selected organizations – three for profit and three non profit.
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42

Grabowski, David C., and Richard A. Hirth. "Competitive spillovers across non-profit and for-profit nursing homes." Journal of Health Economics 22, no. 1 (January 2003): 1–22. http://dx.doi.org/10.1016/s0167-6296(02)00093-0.

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43

Schmid, Hillel. "Non-Profit and For-Profit Organizations in Home Care Services:." Home Health Care Services Quarterly 14, no. 1 (July 1993): 93–112. http://dx.doi.org/10.1300/j027v14n01_06.

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44

Fizel, John L., and Thomas S. Nunnikhoven. "Technical efficiency of for-profit and non-profit nursing homes." Managerial and Decision Economics 13, no. 5 (September 1992): 429–39. http://dx.doi.org/10.1002/mde.4090130507.

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45

LEHMAN, Clayton. "Race and Ethnicity: A Comparison of Hiring Practices in For-profit and Non-profit International Schools in China." Universal Academic Research Journal 5, no. 2 (July 1, 2023): 65–73. http://dx.doi.org/10.55236/tuara.1112406.

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Over the years, there have been accusations of widespread discrimination in the hiring practices of various educational establishments in China, and it seems that these accusations are continuing to intensify. This research study aimed to explore race and ethnicity in the hiring process in K-12 international schools in China and provide data that can be used to discuss and further study race and ethnicity in international schools. Using the context of for-profit and non-profit international schools, the researcher used an observational quantitative research design to explore international school staff perceptions of racial demographics, hiring practices, and the projection of equal opportunity in the hiring process of foreign staff in China. This study revealed few statistically significant differences between for-profit and non-profit international schools in China in the areas mentioned above. Additionally, the data revealed similar percentages of blacks and whites between the survey participants and the demographic data for those groups in the United States. Further, the data showed that foreign administrators are the primary decision-making agents in the hiring process at most international schools. Furthermore, only one-fourth of the participants were aware that their school maintained an equal opportunity clause in the hiring document or on the school's website. The findings from this study may be used to counter accusations of widespread discrimination in the hiring practices of international schools in China and elsewhere. Further, findings from this study should motivate administrators of international schools to examine staff perceptions of the hiring process in their schools.
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46

Büscher, Martin. "Warum Non-Profit-Organisationen in der zfwu? Non-Profit- Organisationen, Corporate Governance und normatives Management." Zeitschrift für Wirtschafts- und Unternehmensethik 13, no. 1 (2012): 22–30. http://dx.doi.org/10.5771/1439-880x-2012-1-22.

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47

Elstub, Stephen, and Lynne Poole. "Democratising the non-profit sector: reconfiguring the state–non-profit sector relationship in the UK." Policy & Politics 42, no. 3 (July 1, 2014): 385–401. http://dx.doi.org/10.1332/030557312x655585.

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48

Robertson, William Brett. "Mapping the Profit Motive: A Comparative Analysis of For-­Profit and Non-­Profit Charter Schools." education policy analysis archives 23 (July 26, 2015): 69. http://dx.doi.org/10.14507/epaa.v23.1864.

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For-profit charter schools represent a controversial new market-based education reform (Garcia, Barber, & Molnar, 2009; Conn, 2002). This essay explores how schools operated by for-profit corporations differ from those operated by non-profit organizations. Specifically, do for-profit charter schools locate in demographically distinct areas and serve different student populations than similar schools operated by non-profit providers? Research suggests that charter school operators in some districts appear to strategically locate their schools in an effort to exclude certain student populations (Lubienski, Gulosino, & Weitzel, 2009). If charter schools seek to exclude certain students, as these schools proliferate in a district or region there may be an intensifying stratification effect detrimental to the most disadvantaged students (Bifulco, Ladd, & Ross, 2009). This essay undertakes a broad comparative analysis of the neighborhood demographic and student population characteristics of charter schools operated by for-profit corporations and nonprofit organizations, using multilevel modeling and geographic information systems, to compare the two school types across dissimilar state contexts. In so doing, the study seeks to isolate the impact of a school being operated by a for-profit corporation and illuminate what impact the proliferation of for-profit schools might have on the distribution of student populations across regions.
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49

Gani, Nur Asni, Rony Edward Utama, Jaharuddin Jaharuddin, Andry Priharta, and Medo Maulianza. "SERVANT LEADERSHIP IN NON-PROFIT ORGANIZATION." Inovasi 9, no. 2 (December 1, 2022): 46. http://dx.doi.org/10.32493/inovasi.v9i2.p46-51.26376.

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The organization is a place for several people or groups of people who carry out activities in achieving goals. In achieving its goals, the organization consists of organizations that have profit and non-profit goals. The development of both profit and non-profit organizations requires a leader with leadership skills. This study analyzes Servant Leadership in non-profit organizations. The method used is qualitative with a case study in a non-profit organization in the South Tangerang area. The study involved four informants with focus group discussions. Each informant gave a statement on the questions posed. The results of this focus group discussion obtained 5 categories of servant leadership in non-profit organizations. The five categories of servant leadership are (1) delegation, (2) integrity, (3) motivation, (4) human resource development, and (5) open communication.Keywords: Servant Leadership, Leadership, Non-Profit Organization
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50

Fronville, Claire L. "Marketing for Museums: For-Profit Techniques in the Non-Profit World." Curator: The Museum Journal 28, no. 3 (September 1985): 169–82. http://dx.doi.org/10.1111/j.2151-6952.1985.tb01540.x.

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