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Mapping stakeholder perceptions for a third sector organization

Mapping stakeholder perceptions for a third sector organization Few authors have examined the intellectual capital of non‐profit organizations or discussed their strategic management in terms of intangibles. The Australian Red Cross Blood Service (ARCBS), a third sector organization, is the subject of this study. The purpose of the study is to better understand the value dimensions of the ARCBS from an external stakeholder perspective. Outcomes include the creation of a value hierarchy, inclusive of the views of 11 stakeholder groups. The results show overall agreement amongst stakeholders about the four most highly valued key performance areas (KPAs) of ARCBS (safe product, product sufficiency, donor and volunteer management and public confidence). However, there were many differences between different stakeholder groups in their perceptions of the relative importance of the nine KPAs and their constituent attributes. As a result of the study ARCBS has a basis to manage strategy, organizational performance and communication with stakeholders. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Intellectual Capital Emerald Publishing

Mapping stakeholder perceptions for a third sector organization

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References (41)

Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
1469-1930
DOI
10.1108/14691930310504536
Publisher site
See Article on Publisher Site

Abstract

Few authors have examined the intellectual capital of non‐profit organizations or discussed their strategic management in terms of intangibles. The Australian Red Cross Blood Service (ARCBS), a third sector organization, is the subject of this study. The purpose of the study is to better understand the value dimensions of the ARCBS from an external stakeholder perspective. Outcomes include the creation of a value hierarchy, inclusive of the views of 11 stakeholder groups. The results show overall agreement amongst stakeholders about the four most highly valued key performance areas (KPAs) of ARCBS (safe product, product sufficiency, donor and volunteer management and public confidence). However, there were many differences between different stakeholder groups in their perceptions of the relative importance of the nine KPAs and their constituent attributes. As a result of the study ARCBS has a basis to manage strategy, organizational performance and communication with stakeholders.

Journal

Journal of Intellectual CapitalEmerald Publishing

Published: Dec 1, 2003

Keywords: Intellectual capital; Stakeholders; Non‐profit organizations; Intangible assets

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