Show simple item record

dc.contributor.supervisor Williams, Bernard Finley, Jill University of Lethbridge. Faculty of Management 2008-02-28T20:44:47Z 2008-02-28T20:44:47Z 2002
dc.description vii, 106 leaves ; 29 cm. en
dc.description.abstract This research project explored an Aboriginal nonprofit health organization’s strategic responses to institutional pressures using concepts from neo-institutional and resource dependency theories. The case study method was adopted, and participant observation and interviews were the main data collection techniques utilized. The study revealed an organization that contended with legitimacy issues from a variety of stakeholders. Organizational responses to these pressures involved the adoption of business practices, while attempting to maintain Aboriginal values and culture. Leadership was identified as a key variable that influenced the structural and strategic responses of the organization. Through this research I concluded that when utilized in a complementary manner, institutional theory and resource dependency theory offer insightful explanations about the adoption of business-like structures and strategies in a nonprofit organization. This research project closes with practical recommendations concerning the ways that nonprofit organizations are structured and operate, and a discussion of policy implications and future research. en
dc.language.iso en_US en
dc.publisher Lethbridge, Alta. : University of Lethbridge, Faculty of Management, 2002 en
dc.relation.ispartofseries Project (University of Lethbridge. Faculty of Management) en
dc.subject Nonprofit organizations -- Canada en
dc.subject Organizational change -- Canada en
dc.title Strategic responses to institutional pressures : a case study of an aboriginal nonprofit organization en
dc.type Thesis en
dc.publisher.faculty Management en

Files in this item

This item appears in the following Collection(s)

Show simple item record

Search OPUS

Advanced Search


My Account