Saturday, October 12, 2019

The Slaughtered and the Survivors: Collaboration Between Social Economy Organizations as a Key to Success in Times of Financial Crisis

CITATION
López-Arceiz, F., Bellostas, A., & Rivera-Torres, M. (2017). The Slaughtered and the Survivors: Collaboration Between Social Economy Organizations as a Key to Success in Times of Financial Crisis. Voluntas28(4), 1622–1647


For library access / research help in a similar topic: anyangoceline19@gmail.com


ABSTRACT
The objective of this study is to analyze the aspects that allowed a critical
part of Social Economy Organizations (SEOs) to survive a recession period,
especially participation in collaborative networks. The financial stress of an SEO
will depend on the resources and capabilities available to the organization. To
analyze the financial stress of Spanish SEOs, we defined a sample of 714 SEOs.
Approximately half of these organizations suffered from financial stress in the
analyzed period (2009–2012). The results obtained in this study reveal the existence
of three factors that distinguish organizations under financial stress: (a) a high
dependence on government funding; (b) changes in the relationship between staff
and volunteers; and (c) a lack of access to markets. The combination of these three
elements results in an unsustainable situation for the organization. The development
of a collaborative profile increases the SEO’s probability of surviving the adverse
manifestations of its environment.


REFERENCES
Aiken, M., & Hage, J. (1968). Organizational interdependence and intra-organizational structure.
American Sociological Review, 33(6), 912–930.

Allen, I. E., & Seaman, C. A. (2007). Likert scales and data analyses. Quality Progress, 40(7), 64–65.
Amin, A., Cameron, A., & Hudson, R. (2003). Placing the social economy. London: Routledge.

Andreasen, A. R. (1996). Profits for nonprofits: Find a corporate partner. Harvard Business Review, 74(6), 47–50.

Ariza-Montes, A., Rolda´n-Salgueiro, J. L., & Leal-Rodrı´guez, A. (2015). Employee and volunteer.
Nonprofit Management & Leadership, 25(3), 255–268.

Austin, J. E. (2000). Strategic collaboration between nonprofits and business. Nonprofit and Voluntary Sector Quarterly, 29(1), 69–97.

Austin, J. E., & Seitanidi, M. M. (2012). Collaborative value creation: A review of partnering between nonprofits and businesses. Part 2: Partnership processes and outcomes. Nonprofit and Voluntary Sector Quarterly, 41(6), 929–968.

Austin, J. E., & Seitanidi, M. M. (2014). Creating value in nonprofit-business collaborations: New
thinking and practice. New York: Wiley.

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

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

Baur, D., & Schmitz, H. P. (2012). Corporations and NGOs: When accountability leads to co-optation. Journal of Business Ethics, 106(1), 9–21.

Bell, G. G., Mossman, C. E., Swartz, L. M., & Turtle, H. (1998). An empirical comparison of bankruptcy models. Financial Review, 33(2), 35–54.

Bellostas, A. J., Lo´pez-Arceiz, F. J., & Mateos, L. (2016). Social value and economic value in social
enterprises: Value creation model of Spanish sheltered workshops. VOLUNTAS-International
Journal of Voluntary and Nonprofit Organizations, 27(1), 367–391.

Benton, A. D., & Austin, M. J. (2010). Managing nonprofit mergers: The challenges facing human service organizations. Administration in Social Work, 34(5), 458–479.

Berger, I. E., Cunningham, P. H., & Drumwright, M. E. (2004). Social alliances: Company/nonprofit
collaboration. California Management Review, 47(1), 58–90.

Bhandari, S. B., & Iyer, R. (2013). Predicting business failure using cash flow statement based measures. Managerial Finance, 39(7), 667–676.

Borzaga, C., & Galera, G. (2012). The concept and practice of social enterprise. Lessons from the Italian experience. International Review of Social Research, 2(2), 85–102.

Borzaga, C., & Tortia, E. (2007). Social Economy organizations in the theory of the firm. In A. Noya & E. Clarence (Eds.), The social economy. Building inclusive economies. New York: OECD.

Boschee, J. (2001). Eight basic principles for nonprofit entrepreneurs. Nonprofit World, 19(4), 15–18
.
Bourgeois, L. J. (1981). On the measurement of organizational slack. Academy of Management Review, 6 (1), 29–39.

Britt, C. P. (2014). The financial crisis was good for something: Improved nonprofit efficiency. USA:
Arkansas University.

Cairns, B., Harris, M., & Hutchinson, R. (2010). Collaboration in the voluntary sector: A meta-analysis. London: Institute for Voluntary Action Research.

CEPES. (2016). Estadísticas de la Economía Social. Madrid: CEPES.

Chad, P., Kyriazis, E., & Motion, J. (2013). Development of a market orientation research agenda for the nonprofit sector. Journal of Nonprofit & Public Sector Marketing, 25(1), 1–27.

Chang, J. N., Seetoo, D. H., Yu, C. M., & Cheng, C. Y. (2015). Relational management mechanisms for strategic alliances among nonprofit organizations. VOLUNTAS-International Journal of Voluntary and Nonprofit Organizations, 27(5), 2458–2489.

Das, T. K., & Teng, B. S. (2000). A resource-based theory of strategic alliances. Journal of Management, 26(1), 31–61.

Dees, J. G. (2001). Social entrepreneurship. Enterprising nonprofits: A toolkit for social entrepreneurs. New York: Wiley.

Defourny, J., & Kim, S. Y. (2011). Emerging models of social enterprise in Eastern Asia: A cross-country analysis. Social Enterprise Journal, 7(1), 86–111.

Defourny, J., & Nyssens, M. (2007). Defining social enterprise. Social Enterprise: At the Crossroads of Market, Public Policies and Civil Society, 7, 3–27.

Dekker, H. C. (2003). Value chain analysis in interfirm relationships: A field study. Management
Accounting Research, 14(1), 1–23.

Dı´az-Foncea, M., & Marcuello, C. (2012). Social enterprises and social markets: Models and new trends. Service Business, 6(1), 61–83.

Dutting, G., & Sogge, D. (2010). Building safety nets in the global politic: NGO collaboration for
solidarity and sustainability. Development, 53, 350–355.

Eikenberry, A. M., & Kluver, J. D. (2004). The marketization of the nonprofit sector: Civil society at risk? Public Administration Review, 64(2), 132–140.

Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10–11), 1105–1121.

Emerson, J., & Twersky, F. (1996). New social entrepreneurs: The success, challenge and lessons of nonprofit enterprise creation. San Francisco: Roberts Foundation.

Emery, F. E., & Trist, E. L. (1965). The causal texture of organizational environments. Human Relations, 18(1), 21–32.

Erikson, T. (2002). Entrepreneurial capital: The emerging organization’s most important asset. Journal of Business Venturing, 17(3), 275–290.

European Commission (2011). Social Business Initiative (COM(2011) 682 final).

European Parliament (2009). Social Economy-Toia Report. European Parliament.

Evers, A. (2001). The significance of social capital in the multiple goal and resource structure of social enterprises. In C. Borzaga & J. Defourny (Eds.), The emergence of social enterprise. London:
Routledge.

Firkin, P. (2003). Entrepreneurial capital. In A. De Bruin & A. Dupuis (Eds.), Entrepreneurship: New
perspectives in a global age (pp. 57–75). Aldershot: Ashgate.

Foster, M. K., & Meinhard, A. G. (2000). Structuring student volunteering programs to the benefit of
students and the community: The Ontario experience. Dublin: ISRT Fourth International Conference.

Gainer, B., & Padanyi, P. (2002). Applying the marketing concept to cultural organisations: An empirical study of the relationship between market orientation and performance. International Journal of Nonprofit & Voluntary Sector Marketing, 7(2), 182–193.

Gainer, B., & Padanyi, P. (2005). The relationship between market-oriented activities and marketoriented culture: Implications for the development of market orientation in nonprofit service
organizations. Journal of Business Research, 58(6), 854–862.

Ga´lvez, M. M., Caba, M. C., & Lo´pez, M. (2012). Responsabilidad social y transparencia on-line de las ONG: Ana´lisis del caso espan˜ ol. CIRIEC-Espana, 74, 207–238.

Gazley, B. (2010). Linking collaborative capacity to performance measurement in government–nonprofit partnerships. Nonprofit and Voluntary Sector Quarterly, 39(4), 653–673.

Geobey, S., & Weber, O. (2013). Lessons in operationalizing social finance: The case of Vancouver city savings credit union. Journal of Sustainable Finance & Investment, 3(2), 124–137.

Graff, L. L. (2006). Declining profit margin: When volunteers cost more than they return. International Journal of Volunteer Administration, 14(1), 24–32.

Grant, R. M. (1991). The resource-based theory of competitive advantage: Implications for strategy
formulation. Knowledge and Strategy, 33(3), 3–23.

Greiling, D. (2007). Trust and performance management in nonprofit organizations. Innovation Journal: Public Sector Innovation Journal, 12(3), 1–24.

Gulati, R. (1995). Social structure and alliance formation patterns: A longitudinal analysis. Administrative Science Quarterly, 40(4), 619–652.

Gulati, R. (1998). Alliances and networks. Strategic Management Journal, 19(4), 293–317.

Handy, F., & Brudney, J. L. (2007). When to use volunteer labor resources? An organizational analysis for nonprofit management. Vrijwillige Inzet Onderzoch, 4, 91–100.

Helming, B., Jegers, M., & Lapsley, I. (2004). Challenges in managing nonprofit organizations: A
research overview. VOLUNTAS-International Journal of Voluntary and Nonprofit Organizations, 15
(2), 101–116.

Hu, M. (2013). Termination of NGO alliances in China: Typology and determinants. USA: Indiana
University.

Hunt, S. D. (1997). Competing through relationships: Grounding relationship marketing in resourceadvantage theory. Journal of Marketing Management, 13(5), 431–445.

Iyer, E., & Murti, V. K. (2015). Comparison of logistic regression and artificial neural network based
bankruptcy prediction models. Business Analytics & Intelligence, 3(1), 23–31.

Kale, P., Dyer, J., & Singh, H. (2001). Value creation and success in strategic alliances: Alliancing skills and the role of alliance structure and systems. European Management Journal, 19(5), 463–471.

Kerlin, J. A. (2006). Social enterprise in the United States and Europe: Understanding and learning from the differences. VOLUNTAS-International Journal of Voluntary and Nonprofit Organizations, 17(3), 246–262.

Kim, H., & Gu, Z. (2006). A logistic regression analysis for predicting bankruptcy in the hospitality
industry. The Journal of Hospitality Financial Management, 14(1), 17–34.

Kremer, M., Lieshout, P., & Went, R. (2009). Doing good or doing better. Amsterdam: WRR.

Le´vesque, B., & Mendell, M. (2005). The social economy: Approaches, practices and a proposal for a new community-university alliance. Journal of Rural Cooperation, 33(1), 21–45.

Levine, S., & White, P. E. (1961). Exchange as a conceptual framework for the study of
interorganizational relationships. Administrative Science Quarterly, 5(4), 583–601.
Ley 22/2003, Concursal [Insolvency Act].

Ley 5/2011, de Economı´a Social [Social Economy Act].

Lo´pez-Arceiz, F. J., Bellostas, A. J., & Rivera, M. P. (2016). The effects of resources on social activity and economic performance in Social Economy organizations. Nonprofit Management and
Leadership, 26(4), 499–511.

Luis Vives Foundation. (2012). Anuario del Tercer Sector en España. Madrid: ADI Servicios Editoriales.

MacIndoe, H., & Sullivan, F. (2014). Nonprofit responses to financial uncertainty: How does financial vulnerability shape nonprofit collaboration? Journal of Management and Sustainability, 4(3), 1–15.

Mahmoud, M., & Yusif, B. (2012). Market orientation, learning orientation, and the performance of
NPOs. International Journal of Productivity and Performance Management, 61(6), 624–652.

Maier, F., Meyer, M., & Steinbereithner, M. (2016). Nonprofit organizations becoming business-like: A systematic review. Nonprofit and Voluntary Sector Quarterly, 45(1), 64–86.

Mano, R. (2014). Networking modes and performance in Israel’s nonprofit organizations. Nonprofit
Management and Leadership, 24(4), 429–444.

Mano, R. (2015). Funding allocations in Israel: An empirical assessment of the new philanthropy
approach. VOLUNTAS-International Journal of Voluntary and Nonprofit Organizations, 26(5), 2130–
2145.

Marcuello, C., & Salas, V. (2001). Nonprofit organizations, monopolistic competition, and private
donations: Evidence from Spain. Public Finance Review, 29(3), 183–207.

Martı´n, S. (2016). Are volunteers a substitute resource of workers? An approach from Aragonese
foundations of family origin. Zaragoza: University of Zaragoza.

Mason, C., & Doherty, B. (2015). A fair trade-off? Paradoxes in the governance of fair-trade social
enterprises. Journal of Business Ethics, 136(3), 451–469.

McKinney, J. B. (2015). Effective financial management in public and nonprofit agencies. ABC-CLIO.

Meyskens, M., Robb-Post, C., Stamp, J. A., Carsrud, A. L., & Reynolds, P. D. (2010). Social ventures
from a resource-based perspective: An exploratory study assessing global Ashoka fellows.
Entrepreneurship Theory and Practice, 34(4), 661–680.

Monzo´n, J. L. (2010). Las grandes cifras de la economía social en España. CIRIEC: Valencia.

Monzo´n, J. L., & Chaves, R. (2008). The European Social Economy: Concept and dimensions of the
Third Sector. Annals of Public and Cooperative Economics, 79(3–4), 549–577.

Mook, L., Farrell, E., Chum, A., Handy, F., Schugurensky, D., & Quarter, J. (2014). Individual and
organizational factors in the interchangeability of paid staff and volunteers: Perspectives of
volunteers. Canadian Journal of Nonprofit and Social Economy Research, 5(2), 65–85.

Munshi, J. (2014). A method for constructing Likert scales. Available at SSRN 2419366.

Murphy, P. J., & Coombes, S. M. (2009). A model of social entrepreneurial discovery. Journal of
Business Ethics, 87(3), 325–336.

Murray, V. V. (1998). Interorganizational collaborations in the nonprofit sector. Westview: Boulder.

Newbert, S. L. (2005). New firm formation: A dynamic capability perspective. Journal of Small Business Management, 43(1), 55–77.

Nieto, E., Garcı´a del Junco, J., Reyna, R., & Robina, R. (2013). Los roles de colaboracio´n entre las
principales ONG espan˜olas. CIRIEC-España, Revista de Economía Pública, Social y Cooperativa,
79, 87–114.

Noya, A., & Clarence, E. (2009). Community capacity building: Fostering economic and social resilience. USA: OECD.

Ohlson, J. A. (1980). Financial ratios and the probabilistic prediction of bankruptcy. Journal of
Accounting Research, 18(1), 109–131.

O’Regan, N., Ghobadian, A., & Sims, M. (2004). The link between leadership, strategy, and performance in manufacturing SMEs. Journal of Small Business Strategy, 15(2), 45–57.

Peng, T. J., & Kellogg, J. L. (2003). Partners, resources, and management mechanisms of interorganizational collaborative ties in non-profit organizations. Journal of American Academy of
Business, 3(1/2), 291–298.

Peredo, A. M., & Chrisman, J. J. (2006). Towards a community-based enterprise. Academy of
Management Review, 31(2), 309–328.

Pirvu, D., Ungureanu, E., & Hagiu, A. (2009). Evaluation of the need for development of social
enterprises. Case study in the Argeș County. Revista de Cercetare şi Intervenţie Socială, 27, 51–65.

Platt, H. D., & Platt, M. B. (1991). A note on the use of industry-relative ratios in bankruptcy prediction. Journal of Banking & Finance, 15(6), 1183–1194.

Polonsky, M. (2003). Who receives the most help: The most needy or those with the best marketers?
International Journal of Nonprofit and Voluntary Sector Marketing, 8(4), 302–304.

Polonsky, M. J., Garma, R., & Chia, N. (2004). Australian environmental alliances from an environmental NGOs perspective. Journal of Marketing Theory and Practice, 12(2), 73–86.

Polonsky, M., & Grau, S. (2008). Evaluating the social value of charitable organizations: A conceptual foundation. Journal of Macromarketing, 28(2), 130–140.

Porter, M. E. (1981). The contributions of industrial organization to strategic management. Academy of Management Review, 6(4), 609–620.

Porter, M. E., & Kramer, M. R. (2002). The competitive advantage of corporate philanthropy. Harvard Business Review, 80(12), 56–68.

Premachandra, I. M., Bhabra, G. S., & Sueyoshi, T. (2009). DEA as a tool for bankruptcy assessment: A comparative study with logistic regression technique. European Journal of Operational Research,
193(2), 412–424.

Proulx, E. K., Hager, A. M., & Klein, C. K. (2014). Models of collaboration between nonprofit
organizations. International Journal of Productivity and Performance Management, 63(6), 746–765.

Provan, K. G. (1984). Interorganizational cooperation and decision making autonomy in a consortium
multihospital system. Academy of Management Review, 9(3), 494–504.

Purdy, J. M., & Gray, B. (2009). Conflicting logics, mechanisms of diffusion, and multilevel dynamics in emerging institutional fields. Academy of Management Journal, 52(2), 355–380.

PwC Fundacion (2013). La reaccio´n del Tercer Sector social ante la crisis. Madrid.
Resolution of March 26th, 2013-Plan General de Contabilidad de las entidades sin fines lucrativos
[[Spanish Nonprofits Accounting Plan].

Salamon, L. M. (2016). Reconceptualizing the third sector: Towards a new consensus. In ISTR’s 12th
international conference, the third sector in transition: Accountability, transparency, and social
inclusion. June 30th, Sweden.

Salamon, L. M., & Sokolowski, W. (2014). The third sector in Europe: Towards a consensus
conceptualization. In Third sector impact project working paper, Vol 2, pp. 1–25.

Sarpong, D., & Davies, C. (2014). Managerial organizing practices and legitimacy seeking in social
enterprises. Social Enterprise Journal, 10(1), 21–37.

Selsky, J. W., & Parker, B. (2005). Cross-sector partnerships to address social issues: Challenges to
theory and practice. Journal of Management, 31(6), 849–873.

Shoham, A., Ruvio, A., Vigoda-Gadot, E., & Schwabsky, N. (2006). Market orientations in the nonprofit and voluntary sector: A meta-analysis of their relationships with organizational performance. Nonprofit and Voluntary Sector Quarterly, 35(3), 453–476.

Sloep, P. (2011). Redes de aprendizaje, aprendizaje en red. Comunicar, 19(37), 55–64.
Social Economy Europe (2016) http://www.socialeconomy.eu.org/.

Spear, R., Huybrechts, B., & Nicholls, A. (2013). The role of legitimacy in social enterprise-corporate
collaboration. Social Enterprise Journal, 9(2), 130–146.

Strategy 2020 EU (2009). Communication from the Commission, European Commission.

Teasdale, S., & Buckingham, H. (2013). Job creation through the social economy and social
entrepreneurship. USA: OECD.

Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.

Villajos, E., & Sanchı´s, J. R. (2014). Las empresas sociales y el management social. Revista Vasca de Economía Social, 10, 189–216.

Villarroya, M. B., & Inglada, M. E. (2014). Siguen las ONG espan˜olas los mecanismos voluntarios de accountability? Ana´lisis del seguimiento de un grupo de ONG espan˜olas de los principios
propuestos por la Fundacio´n Lealtad. REVESCO. Revista de Estudios Cooperativos, 15(115), 186–
214.

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

Wu, L. Y. (2010). Applicability of the resource-based and dynamic-capability views under environmental volatility. Journal of Business Research, 63(1), 27–31.

Young, D. R., & Salamon, L. M. (2002). Commercialization, social ventures, and for-profit competition. In L. M. Salamon (Ed.), The state of nonprofit America. Washington: Brooking Institution Press.

Zeyen, A., Beckmann, M., & Akhavan, R. (2014). Social entrepreneurship business models: Managing innovation for social and economic value creation. Wiesbaden: Springer Fachmedien Wiesbaden.

Zuckerman, H. S., & D’Aunno, T. A. (1990). Hospital alliances: Cooperative strategy in a competitive environment. Health Care Management Review, 15(2), 21–30.

No comments:

Post a Comment

The Slaughtered and the Survivors: Collaboration Between Social Economy Organizations as a Key to Success in Times of Financial Crisis

CITATION López-Arceiz, F., Bellostas, A., & Rivera-Torres, M. (2017). The Slaughtered and the Survivors: Collaboration Between Social ...