Peter Frumkin is the Mindy and Andrew Heyer Chair in Social Policy, faculty director of the Center for Social Impact Strategy, and director of the Masters in Nonprofit Leadership Program, all at the University of Pennsylvania’s School of Social Policy and Practice.
More and more, nonprofits are behaving like businesses and businesses are upholding—or at least claiming to uphold—social values. So how does today’s social entrepreneur decide on which organizational form to take? This article offers a framework built on foundation theory and early conceptual models to help the entrepreneur make an informed decision.
For the social impact leader, the first step to assessing the quantity and quality of an opportunity in a given market is to map the competitive landscape. This article lays out step by step what goes into an effective competitive analysis.
FROM THE ARCHIVES:
Ever since the professionalization of the nonprofit sector that took place thirty years ago, nonprofit executive salary has been influenced by business compensation concepts—but for-profit pay practices cannot be indiscriminately applied to nonprofits. So what really powers executive pay in the sector? As it turns out, size does matter.
In a frank and clearheaded introduction to this issue, the authors explore the economic challenges that lie ahead and offer guidance for negotiating the various conundrums of nonprofit financial structures.