Ma en, Ing id Vo we k; Da is, Annema ie; Williamson, Cha maine M.
A icle
S a egizing o su i al – enable s o Sou h A ican no -
o -p o i o ganiza ion sus ainabili y
Cogen Business & Managemen
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Sugges ed Ci a ion: Ma en, Ing id Vo we k; Da is, Annema ie; Williamson, Cha maine M. (2024) :
S a egizing o su i al – enable s o Sou h A ican no - o -p o i o ganiza ion sus ainabili y,
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S a egizing o su i al – enable s o Sou h
A ican no - o -p ofi o ganiza ion sus ainabili y
Ing id Vo we k Ma en, Annema ie Da is & Cha maine M. Williamson
To ci e his a icle: Ing id Vo we k Ma en, Annema ie Da is & Cha maine M.
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o ganiza ion sus ainabili y, Cogen Business & Managemen , 11:1, 2323775, DOI:
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Cogen Business & ManageMen
2024, VoL. 11, no. 1, 2323775
S a egizing o su i al – enable s o Sou h A ican no - o -p o i
o ganiza ion sus ainabili y
ing id Vo we k Ma en , annema ie Da is and cha maine M. Williamson
Depa men o Business Managemen , uni e si y o sou h a ica, P e o ia, sou h a ica
ABSTRACT
his a icle epo s on esea ch wi hin mul iple case s udies o sou h a ican no - o -
P o i O ganiza ions (nPO). he s udy modelled he enabling p ac ices ha manage s
and leade s o hese nPOs deem necessa y o sus ain hei se ice-led o ganiza ions in
a changing and demanding en i onmen . nPOs ace a ious cons ain s a ec ing hei
su i al, including hose linked o people and alen , inances, esou ces, olun ee ing,
and he e e -g owing demand o social ca e. hese cons ain s equi e manage s and
leade s o nPOs o iden i y enabling p ac ices o su i al, success, and sus ainabili y.
Daily ou ines in pu sui o s a egies demons a e apex i - o -p ac ice ac i i ies (a
concep coined o his s udy) ha include leade ship, go e nance, o ganiza ional
cul u e, esou ces and adap i i y. hese ac i i ies ansla e in o i - o -pu pose se ices
o he e e -changing needs o bene icia ies. While co po a es o en ocus on excellence
and compe i i e ad an age, he nPOs dis inguished hemsel es h ough adap able
p ac ices ha ins ead me i ness c i e ia. his app oach ensu ed he su i al o nPOs
in sh inking esou ce en i onmen s, and he con inued se ice o bene icia ies. hese
enabling p ac ices con ibu e o a concep ual model depic ing he enable s o
long- e m su i al in he nPO sec o , as a no el con ibu ion o he nPO sec o , while
also heo izing he nexus be ween i - o -p ac ice and o ganiza ional li e cycle.
In oduc ion
no - o -p o i o ganiza ions (nPOs) play an essen ial ole in de eloping coun ies amids widesp ead ec-
ogni ion ha social needs con inue o g ow. he ecen co id19 pandemic unde sco ed ha nPOs a e
on he on line o c ises o mee communi y needs, ye hey o en lack su icien inancial suppo
despi e he inc eased demand o hei se ices (Dei ick e al., 2020, p. 1). g and challenges (e s a hiou,
2016; Fielding, 2017, ca on e al., 2023), such as global pandemics, o cibly emind socie y o hese
needs. While go e nmen s, and he o -p o i sec o , play impo an oles in mee ing he needs o he
communi ies, some needs a e be e me h ough nPOs (gi ei, 2023; Wellens & Jege s, 2014). Ye , declin-
ing unds, exace ba ed by g and challenge allou s, a e a si ua ional eali y amongs nPOs, jeopa dizing
hei sus ainabili y. Many ha e dissol ed while a emp ing o mee he much-needed demands in he
communi ies. a he same ime, he hype compe i ion o inancial esou ces, mainly h ough g an s,
u he complica es he eali ies aced by hese o ganiza ions. Wha his means is ha nPOs a e no only
asked wi h mee ing e e -inc easing se ice demands in hei communi ies, hey simul aneously ha e o
s a egize o su i e, while also unde aking ex ensi e compliance equi emen s o changes d i en by
e ol ing dono demands (gi ei, 2023; lundåsen, 2014). he e a e mul i-laye ed expec a ions, he e o e,
om hese o ganiza ions, which ope a e wi h lean s a ing and ace inc eased p essu e o deli e amids
highly cons ained esou ces (asogwa e al., 2022; Banks e al., 2015).
u ning o popula managemen s a egies on how o sus ain no - o -p o i o ganiza ions may ha e
some alue. consul ing i ms ha specialize in u na ound o inno a i e managemen p ac ices may also
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT P o annema ie Da is [email p o ec ed] Depa men o Business Managemen , uni e si y o sou h a ica, P e o ia, sou h
a ica
h ps://doi.o g/10.1080/23311975.2024.2323775
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 8 May 2023
Re ised 28 Janua y 2024
accep ed 22 Feb ua y
2024
REVIEWING EDITOR
Ma ia ga cia-ha o,
Uni e si y o cas illa-la
Mancha: Uni e sidad de
cas illa-la Mancha, spain
KEYWORDS
no - o -p o i
o ganiza ions; i - o -
p ac ice; esilience;
su i al; o ganiza ional
li ecycle; mul iple case
s udy; sus ainabili y
SUBJECTS
s a egic Managemen ;
leade ship
2 i. VORWeRK MaRRen e al.
be an op ion – bu in a esou ce-sca ce nPO (Ba i, 2014), he a ailable esou ces a e mos likely di ec ed
owa ds mee ing he immedia e needs o s a emune a ion in o de o se ice he communi y. essen ially,
nPOs p esen a line o a gumen ha e ol es a ound cons an ade-o s, balancing he inc easing
demands o se ices agains a con inuous ques ioning o he op imal model o su i al and g ow h
(Ba i, 2014; gi ei, 2023). Ou in-dep h amilia i y wi h hese dilemmas aced by nPOs, coupled wi h ou
collec i e d i e o explo e eal-li e accoun s o wha enables some nPOs o achie e s a egic sus ainabil-
i y has p omp ed his esea ch.
Con ex in o ming he cu en s udy
Ou in e es was no o a i m o e u e wha has al eady been es ablished in li e a u e in e ms o man-
agemen p inciples o guide nPOs. F om he onse , we accep he uni e sali y o managemen p inciples
and wha hey may o e nPOs. We belie e ha managemen p ac ices need o be subjec o e-e alua ion
p io o hei applica ion o he con ex s p e ailing in nPOs (hume & leona d, 2014). a he same ime,
we align wi h P e e and salancik (2003) ha he beha io o an o ganiza ion, such as he longs anding
nPOs selec ed in ou esea ch, can be unde s ood by in e oga ing i s con ex . gi en all his, we wan ed
o hea he oices o he ac ual nPO manage s and leade s in o de o d aw ou conclusions by aligning
hei pe spec i es wi h wha we know abou managemen p inciples and p ac ices.
Ou esea ch eam comp ised h ee quali a i e esea che s who ha e in ima e knowledge based on
expe iences in he no - o -p o i sec o . he main esea che is a quali ied physio he apis wi h mo e han
50 yea s’ expe ience in managemen , ad ising di e en nPOs, and se ing as ounde membe , olun ee ,
and execu i e manage a he s oke suppo g oup be o e e i emen . she g ew up in a amily in ol ed
in olun ee ing, and a e e i ing con inues o olun ee , o en se ing as a men o o manage s. he
second esea che also g ew up in a amily o olun ee s and had daily engagemen s wi h nPOs.
addi ionally, she se ed as a cus odian o a local nPO o se e al yea s and p o ided aining o olun-
ee s and wo ke s wi hin a numbe o nPOs. he hi d esea che has espec i ely se ed on boa ds and
been a s a membe o a ious nPOs, he ea e se ing as a unding consul an and men o o a wide
ange o local and in e na ional nPOs.
Ou esea ch e o s we e d i en by ou belie ha gaining insigh s om he implied o aci knowl-
edge o leade s and manage s in longs anding nPOs would p o ide oppo uni ies o con ibu e o he
body o knowledge on enabling p ac ices o su i al. Ou iew o ‘su i al’ was aligned o dimensions
o sus ainabili y and adap abili y o i - o -pu pose ope a ions, g ounded in pe sis ence and pe sis ing, a
s a e o con inuing, being esolu e o s ead as . indeed, sus ainabili y is used in he language, o e ymo-
logical sense, and e e s o an o ganiza ion’s abili y o su i e o pe sis as a quali y o ngOs (Banks
e al., 2015; Ba i, 2014). Va ia ions o he wo d a e: sus ained, sus aining, and su i al, which all mean
longs anding, o o long du a ion. We de ined ‘longs anding’ in e ms o he numbe o yea s in ope a-
ion, and ou minimum c i e ia o selec ing nPOs o ou esea ch was 30 yea s. in ou s udy, we also
mo e beyond being i - o -pu pose (i.e. deli e ing on he much needed social ca e se ices) owa ds a
posi ion o wha we e m, i - o -p ac ice o long- e m su i al.
in addi ion o esea ch on he applica ion o managemen p inciples in nPOs, we con i m ha esea ch
in o nPO sus ainabili y is no new (Ba i, 2014; hayman, 2016; sha a, 2019). he no el con ibu ion o
ou s udy, howe e , is he g anula lens ha explo ing daily s a egizing opened up so ha we could
de e mine which enabling p ac ices could be d i en by o e -s e ched people o e an ex ended pe iod.
how did hese leade s and manage s inhabi hei s a egy (Williamson, 2016) in meaning ul ways so
ha he o ganiza ion emained ele an , while also su i ing du ing g and challenge imes?
Li e a u e e iew
a wide glimpse a esea ch on nPO sus ainabili y o he las decade iden i ied, amongs o he s,
Mon gome y (2015), who asks academics o assis in e idence-based decisions o sus ainabili y s a e-
gies. his s udy ocused on long- e m sus ainabili y, as in he cu en s udy, and looked a he di e en
leade ship needed a di e en s ages o he o ganiza ional li e cycle. lau e and Fe ei a (2018)
cOgen BUsiness & ManageMen 3
conduc ed a sys ema ic li e a u e e iew on he esea ch dealing wi h s a egies a no - o -p o i o gani-
za ions. he esul s con ey s a egy- ela ed hemes clus e ed a ound s a egic managemen , s a egic
planning, s a egy ypology, inno a ion s a egies, and he s a egic managemen o human esou ces.
acco ding o lau e and Fe ei a (2018), he ocus o esea ch since 2000 has been on imp o ing he
managemen o no - o -p o i o ganiza ions. also, Fonseca e al. (2021) explo ed managemen and ma -
ke ing s a egies o su i al amongs philha monic bands as no - o -p o i o ganiza ions. Fische e al.
(2017) examined a pilo ini ia i e in which philan h opic unde s in i ed and suppo ed no - o -p o i
o ganiza ions in he pu sui o es uc u ing e o s. ha che and hammond (2018) a gued ha no - o -
p o i o ganiza ions manage economic de elopmen di e en ly han agencies di ec ly con olled by local
go e nmen s. Denison e al. (2019) examined he ex en o which eliance on majo e enue sou ces by
no - o -p o i o ganiza ions a ec he magni ude o o al e enue ola ili y. Millesen and ca man (2019)
conside ed capaci ies in no - o -p o i boa ds. Mason (2020) conside ed he di e si y and inclusion p ac-
ices amongs no - o -p o i associa ions. Mo e ecen ly, he dis up ions in no - o -p o i o ganiza ions
caused by cOViD-19 we e explo ed by newby and B anyon (2021).
Wi hin his jou nal, we no ed ha epo ing on nPOs is no new. nkabinde and Mamabolo (2022)
explo ed he s a egies o social en e p ises o gua d agains mission d i when aced wi h ensions om
he unde s. in 2022, noo i e al. (2022) explo ed he e ec o supply chain in eg a ion and challenges
on nPO pe o mance using e idence om a ghanis an. ea lie , Magui e and n im (2016) e alua ed he
inancial and compliance s a us o animal wel a e nPOs using pa icipan s om he coas al ca olina
Uni e si y in conway, sou h ca olina. We belie e he p e alence o esea ch in e es s on nPOs wi hin his
jou nal se es as a ca alys o os e connec ions be ween esea che s, p ac i ione s and esea ch wi h
socie al impac .
When looking a esea ch on nPO sus ainabili y wi hin he sou h a ican con ex , only a ew publica-
ions we e loca ed o e all. as e e enced ea lie , nkabinde and Mamabolo (2022) analyzed he quali a i e
expe iences o 13 sou h a ican social en e p ises and p esen ed s a egies o p e en mission d i .
While singh and Bodhanya (2014) did no explo e he sus ainabili y o nPOs pe se, hey conside ed he
adop ion o sys ems hinking me hodology, known as sys ems Dynamics, o examine nPOs. iwu e al.
(2015) in es iga ed he c i e ia o o ganiza ional e ec i eness in no - o -p o i o ganiza ions and used
g oup in e iews o ob ain da a. hei sample was aken om he lis o nPOs egis e ed wi h he
Wes e n cape go e nmen Depa men o social De elopmen . Ma in-howa d (2019) conduc ed quali-
a i e case esea ch o explo e he ba ie s and challenges o se ice deli e y and unding a a speci ic
no - o -p o i o ganiza ion in sou h a ica.
Maboya and McKay (2019) de e mined he inancial condi ions nPOs ope a e unde in o de o es ab-
lish he easons o no - o -p o i o ganiza ion ulne abili y. hey conduc ed in-dep h in e iews wi h 10
senio manage s in he sec o and ound ha dono ela ions managemen and inding new o addi-
ional dono s p eoccupy he minds o he no - o -p o i o ganiza ion leade s. Mon gome y (2015, pp. 26,
43) ound ha he sus ainabili y o nPOs depends on hei leade ship, o ganiza ional cul u e, and
decision-making abili y. Mon gome y (2015, p. 104) ocused mainly on leade ship and leade s’ abili ies
and epo ed ha he manage s o nPOs in his s udy needed o know how o main ain sus ainabili y.
he nkabinde and Mamabolo (2022) s udy ound ha social en e p ises engaged in mul iple comple-
men a y s a egies o manage he ensions be ween hemsel es and he unde s. he mos c i ical s a -
egy is p io i izing hose social impac -o ien ed p ojec s ha en ich hei missions. he s udy also ound
ha by es ablishing pa ne ships wi h unde s, social en e p ises we e able o employ social e ec ual
logic o in o m hei decision-making. Maboya and McKay (2019) conduc ed hei esea ch by in e iew-
ing senio manage s o examine he easons o nPO ulne abili y, and based on hei indings, p e-
sen ed ecommenda ions o inancial esilience. hei esea ch esul s indica ed ha sa legisla i e
es ic ions made i di icul and expensi e o aise unds. hese es ic ions led o a hea y eliance on
dono s and esul ed in inances becoming he main p eoccupa ion o leade ship (Maboya & McKay,
2019). con inuing wi h he sus ainabili y heme, le ie i e al. (2004) ound ha he no - o -p o i sec o
needs a s a egy o o e come he complexi y o i s en i onmen and he sca ci y o esou ces. Me k
(2014) highligh s he need o e ision and quick s a egy adap a ion o su i e. Me k’s (2014) s udy
ocused on en i onmen al ac o s, inancial s abili y, and go e nance on sus ainabili y, and lis ed 15 lead-
e ship a ibu es equi ed o ace he challenges o leading a sus ainable o ganiza ion. hese a ibu es
4 i. VORWeRK MaRRen e al.
included being inspi a ional, ha ing a high le el o in eg i y, ha ing deep sec o -speci ic knowledge,
s a egic hinking, inancial acumen, and being a collabo a i e decision-make . Fu he o succession
equi emen s, leade s should possess hese a ibu es and, p esumably, ha e o ganiza ion-speci ic knowl-
edge. Viganò and salus i (2015) esea ched he in e ac ion be ween he o -p o i sec o and he no - o -
p o i sec o (nPOs). hey ound ha , in an economic c isis, he no - o -p o i sec o was an al e na i e
p o ide o employmen . B eneol e al. (2022) conduc ed a scoping e iew o asce ain he ansla ion o
heal h sys em policies in o p ac ice. hey iden i ied s a egies o adap ing and implemen ing heal h
sys em guidelines, ela ed ba ie s and enable s, and indica o s o success. hei indings con i m he
need o esea ch o s eng hen he e idence base o imp o ing he implemen a ion and adap a ion o
heal h sys em guidelines in low-and middle-income coun ies.
O ganiza ional li ecycle
gi en ou in e es in he longs anding na u e o nPOs, we ound i app op ia e and necessa y o include
he o ganiza ional li ecycle wi hin ou esea ch enqui y. Wi hin he o ganiza ional con ex , he o ganiza-
ional li ecycle comp ises a se o o ganiza ional ac i i ies and s uc u es ha change o e ime as an
o ganiza ion g ows and ma u es due o in e nal and ex e nal ci cums ances. O ganiza ions may e e o
p e ious s ages o emain in a pa icula s age o de elopmen o p og ess owa ds decline o dea h. We
ecognise o he esea che s who al eady es ablished he alue o using he li ecycle o esea ch on he
sus ainabili y o nPOs. Fo example, Mon gome y (2015) p oposed using li ecycle s ages o guide he
leade ship equi ed o each s age o nPOs o enew s a egy. he in oduc o y phase o an o ganiza ion
would ypically in ol e de eloping a p oduc o se ice, and he s yle associa ed wi h his s age is en e-
p eneu ial leade ship (Mon gome y, 2015). a e his s age, g ow h and ma u i y de elop when cus om-
e s become awa e o he p oduc o , in he case o he no - o -p o i sec o , he se ice, and choose o
need o use i . addi ional inancing and mo e se ices would equi e a di e en managemen and lead-
e ship s yle (Mon gome y, 2015).
acco ding o les e , (2004), he o ganiza ional li e cycle heo y was based on g ow h and ma u i y.
De elopmen depended on leade ship and he abili y o ans o m he o ganiza ion o s ay iable.
con ibu ing ac o s o su i al we e o ganiza ional con ex , leade ship s yle, and ha small o ganiza-
ions a e mo e gea ed owa ds sus ainabili y han g ow h (les e , 2004).
Phelps e al. (2007) ound no cla i y ega ding he numbe o s ages o he exac pa ame e s o each
s age. hey compa ed he s ages in he con en o models and ound consis en pa e ning compa ed
wi h pe cei ed g ow h in he di e en s ages and named hem s a -up, expansion, ma u i y, di e si ica-
ion, and decline. Fo ou esea ch, he s e ens (2001) e sion o s ages, which she de eloped o nPOs
we e used, namely: s a -up; adolescen ; ma u e; s agnan ; and de unc . Ou p ima y in e es lay in nPOs
ha a e in ma u e and s agnan s ages, as we aimed o iden i y enabling p ac ices ha sus ain and
p e en decline. Du ing hese s ages, s a egic p ac ices should be implemen ed, and cu en s a egic
plans should be e alua ed wi h a ocus on enewal and ein en ion in o de o su i e. Renewal would
indica e a e u n, ei he o en e he g ow h phase again, o o main ain he ma u e s age. also o in e -
es is ha di e en p ojec s may be a di e en s ages o hei own li e cycles and could impac he
su i al and sus ainabili y o he nPO in gene al. We did no aim o compa e he o ganiza ional li ecycle
wi h ha o he o -p o i sec o . Ou aim was o iden i y enabling p ac ices by he pa icipa ing o gani-
za ions o sus ain hei se ices.
Resea ch se ing
sou h a ica has a ich his o y o nPOs ha ha e se ed communi ies by o e ing suppo , including
some nPOs ha ha e been ac i e since he 19 h cen u y. examples o nPOs ha may be well-known
among a b oade audience a e, amongs o he s, he saVF, which was es ablished in 1904, he ca holic
Women’s league, which was es ablished in 1931, he sa hea and s oke Founda ion, es ablished in
1980, and he gi o he gi e s, which was es ablished in 1992. Wi hin he sou h a ican con ex , nPOs
a e equi ed o egis e wi h he sou h a ican Depa men o social De elopmen . he sa nPO ac 71
cOgen BUsiness & ManageMen 5
o 1997 (sou h a ica (sa), 1997) go e ns he egis a ion and go e nance o nPOs as a us , company,
o associa ion o pe sons, some imes called a olun a y o ganiza ion (Va). such egis a ion p o ides he
nPO wi h legi imacy, and allows hem o apply o ax and dono exemp ion s a us. On 3 Oc obe 2019,
he nPO Regis e in he Depa men o social De elopmen lis ed 220,116 egis e ed nPOs in sou h
a ica (gas ow, 2019). By sep embe 2020, 233 180 nPOs we e egis e ed wi h he Depa men . he
annual g ow h in he numbe o nPOs may be indica i e o inc eased socie al needs o suppo .
Ou ocus on he sou h a ican con ex is g ounded in ou local in e es s: he inc easing demand o
social ca e in a s uggling economy wi h widesp ead go e nmen ailu e o mee he g owing needs o
he popula ion and a highly unequal heal hca e sys em. sou h a ica’s public sec o is unde unded,
con ibu ing o an ine icen and excessi ely cos ly heal hca e sys em (Rensbu g, 2021). also, nkabinde
and Mamabolo (2022), con i med ha sou h a ican policymake s ha e no ye de eloped legal s uc-
u es o social en e p ises, which adds o he challenges aced by sou h a ican nPOs.
Resea ch p oblem, ques ion and explo a o y app oach
While we acknowledge he g ow h in nPOs and he inc eased demands o he se ices hey o e , we
also acknowledge ha no all nPOs su i e in he long- e m. Wha we do no know is how longs anding
nPOs ha e managed o su i e while po en ially acing he same o simila challenges o hose who
closed hei doo s. Pu ano he way, we wan ed o hea om he leade s and manage s o nPOs ha
ha e been in exis ence o mo e han 30 yea s, wha hey see as he enabling p ac ices ha con ibu e
o hei sus ainabili y. Wi h ou in e es in nPO sus ainabili y in gene al, and ou du ies as managemen
schola s, we se ou o bols e he li e a u e a ound he embedded, aci s a egic knowledge o he
sus ainabili y o nPOs om he iewpoin o hei manage s and leade s. We also con ex ually aimed o
unde s and how nPOs cope wi h and adap o bo h ex e nal and in e nal challenges. his includes hei
abili y o emain ele an o i - o -pu pose in he se ice deli e y con ex s in which hey a e si ua ed.
We also ul ima ely aimed o iden i y wha i - o -p ac ice in he nPO con ex means. We ph ased ou
esea ch ques ion as: Wha a e he enabling p ac ices o leade s and manage s wi hin longs anding NPOs,
o su i al and sus ainabili y?
We ocused on he manage s and leade s o i e longs anding nPOs since we conside hem as peo-
ple whose p ac ices could be s a egic. Fu he , as schola s o he s a egy-as-p ac ice pe spec i e, we se
ou o de e mine he wha and how o s a egy p ac ice, as desc ibed in he oices o he selec ed
manage s and leade s o he nPOs.
We se ou o explo e he no mal, egula ac i i ies and how leade s and manage s wi hin he selec ed
no - o -p o i o ganiza ions esponded o equi ed changes while s ill deli e ing i - o -pu pose ou comes
o go e nance and se ice deli e y. We belie ed ha a mic o-le el explo a ion o he li ed eali ies o
leade s and manage s in longs anding nPOs would allow us o iden i y common hemes and iden i y
enabling p ac ices and he eby con ibu e o he body o knowledge on how nPOs a e able o emain
sus ainable. We si ua ed ou esea ch wi hin longs anding sou h a ican nPOs in ol ed wi h social ca e
in e ms o suppo ing dimensions o po e y as well as people wi h men al o physical challenges. Only
nPOs which we e olde han 30 yea s a he ime o he esea ch we e inco po a ed in he esea ch ield
because we belie e ha hey ha e a p o en his o y o sus ainabili y o long- e m su i al and ha e been
subjec o changes in legisla ion du ing hei exis ence. Wi h a li espan o a leas 30 yea s, hese nPOs
may o e ich accoun s o how hey had o adjus o ex e nal and in e nal challenges. hese adap a ions
may o may no ha e been connec ed wi h complex esou cing a eas, such as: go e nance, s a and
inances, legisla i e ulings, and changes in need o cons i uen s o sus ain se ices.
Concep ual aming
in ou a emp o unde s and he enabling p ac ices o leade s and manage s wi hin longs anding nPOs,
we amed he s udy using he ollowing cen al concep s (Figu e 1).
a ea 1 is enabling p ac ices as li ed ou by he p ac i ione s, and a ea 2 add esses he s ages o he
o ganiza ional li e cycle. he s udy sough o disce n he s a egizing p ac ices ha enable su i al and
6 i. VORWeRK MaRRen e al.
sus ainabili y wi hin he o ganiza ional li e cycle. he ques ion ma k was he ‘black box’ o he esea ch
in e ms o wha he enabling p ac ices o achie e sus ainabili y we e, and o ul ima ely show wha
i - o -p ac ice en ails.
he main s ages o in e es in he cu en esea ch he e o e included ma u e- o-s agnan o ganiza-
ions. Du ing hese s ages, we assumed s a egic p ac ices, and e alua ion o cu en s a egic plans
should ake place and be implemen ed wi h he iew o enewal and ein en ion o su i e. Renewal
would indica e a e u n o en e ing he g ow h phase again o o main ain he ma u e s age.
complemen a y o ou bespoke concep ual amewo k, we also e e ence he o ganiza ional li ecycle
aming which we adop ed o his s udy.
We es ablished a ea 2 up on wi h ou sampling o he nPOs as will be discussed below (Figu e 2).
Ou ocus, hus, was on he knowledge and iews o he pa icipan s as hey a e p ac iced in eal-wo ld
se ings ollowing daily ou ines, which ollowed hei o ganiza ional li ecycle s age and which p omo ed
o ganiza ional sus ainabili y and su i al. We ook an ac i e ole in de ining wha p ac ices a e enabling
and he consequences o he pa e ns cons uc ed wi hin hese p ac ices. We coupled he da a o heo y.
h ough elling he s o y o his 5-yea esea ch p ojec , we p esen he enabling p ac ices and ou
asse ion ha nPO sus ainabili y is enhanced h ough being i - o pu pose and engaging in i - o -p ac-
ice ac i i ies.
Me hods
Ou on ological assump ion was ha he esea ch eali y may be s udied quali a i ely h ough me hod-
ologies ha use a si ua ed and subjec i e s ance, as ecommended o s a egy as p ac ice heo ising
Figu e 1. Concep ual aming. sou ce: au ho s.
Figu e 2. o ganiza ional li ecycle sou ce: adap ed om s e ens (2001).
cOgen BUsiness & ManageMen 7
(Melin e al., 2003). Being on ologically open o a subjec i e s andpoin , we ook heed o he pa icipan s’
oices o complemen he aci and embedded dimensions o ou esea ch p ojec .
o answe ou esea ch ques ion, as well as o be sensi i e o di e ing li ecycles, we op ed o a mul-
iple case s udy design ha allowed us o analyse se e al se s o da a om longs anding nPOs. s ake
(1995) indica es ha mul iple case s udies o e he si es he oppo uni y o lea n abou di e ing com-
plexi ies wi hin a speci ic sec o al con ex , in his case, he nPO sec o . he adop ion o he mul iple case
design also mean ha we we e able o compa e o dispu e indings o unco e a ibu es o possibili ies
o o con ibu e dis inc i e ac o s s ake, 1995). hese a ibu es we e i s explo ed wi hin each pa ici-
pa ing case o ganiza ion and hen we e ined ou examina ion o ocus on simila p ac ices and chal-
lenges ac oss he selec ed 5 case o ganiza ions. We did no se ou o do a compa a i e case analysis.
We el he mul iple case design also enabled da a o be examined wi hin each pa icipa ing case o ga-
niza ion and ac oss he selec ed 5 case o ganiza ions. Ul ima ely, he nPOs ha pa icipa ed in ou
esea ch we e no compa ed o measu e hei successes, bu simila p ac ices and challenges we e iden-
i ied, and con ibu ing ac o s we e explo ed.
Sampling s a egies: selec ing he NPOs o pa icipa e in he esea ch
he selec ed nPOs we e ec ui ed om a ious sea ches on he web using keywo ds such as s oke,
pa kinsonism, o quad iplegia, o sea ch o egis e ed o ganiza ions and loca e possible pa icipa ing
o ganiza ions. Desk op esea ch was conduc ed o asce ain he es ablishmen da es o he iden i ied
nPOs, ollowed by di ec ly con ac ing he nPOs o con i m he inclusion c i e ia and ge ini ial suppo
o hei pa icipa ion. he sampling p ocess o iden i y he nPOs o pa icipa ion in he esea ch com-
menced in 2018 and con inued un il 2019 when e hical clea ance was g an ed. e hical clea ance o his
esea ch was g an ed by he college o economic and Managemen sciences e hics Re iew commi ee
a he Uni e si y o sou h a ica (e hics ce i ica e: 2019-cReRc_010 (Fa)).
Ou inclusion c i e ia o he nPOs equi ed sou h a ican based and egis e ed nPOs; being ac i e o
a minimum o 30 yea s; and being ac i e in he social ca e sec o . each nPO was conside ed indi idually
and ep esen ed by i s leade ship, whom we belie ed in luences how he s a egy is implemen ed o
bes i he ex e nal and in e nal demands. each nPO and pa icipan , espec i ely, p o ided in o med
consen o he in e iews wi h wo indi iduals in manage ial posi ions wi hin he nPO. We eques ed
each nPO o gi e us access o wo indi iduals in manage ial posi ions wi hin he nPO. We equi ed
pa icipan s who we e he execu i e manage s leading he managemen eam on a daily basis, o man-
age s wi h execu i e posi ions in inance, adminis a ion, human esou ces, special p ojec s, o indi iduals
who had p e ious expe ience as boa d membe s o manage s. howe e , hei willingness o pa icipa e
was possibly he mos impo an c i e ion, as hey con ibu ed hei ime and knowledge wi hou any
obliga ion.
While he pa icipa ing o ganiza ions had di e en s uc u es and objec i es, all se ed in social ca e
and we e egis e ed wi h he sou h a ica Depa men o social De elopmen . such a ia ion wi hin a
phenomenon could bes be desc ibed as s a i ied, which helps o an in-dep h unde s anding and p o-
ides di e si y in he esea ch and p o ides o in-dep h explo a ions o a phenomenon (hesse-Bibe &
lea y, 2010, pp. 274–275). since he o ganiza ional leade s, as esea ch pa icipan s, we e om di e en
le els o managemen wi h di e en se ice objec i es, s a i ica ion was easily achie ed. he i e selec ed
o ganiza ions helped p oduce adequa e da a o iden i y s uc u es and pa e ns o p ac ice wi hin his
con ex (Kleining & Wi , 2000). We a e con inced ha he pa icipa ion o he i e nPOs in ou esea ch
was adequa e, as his amoun ed o 10 indi idual in e iews.
The pa icipa ing NPOs
he o ganiza ions se ed di e en communi ies and had di e en s uc u es, which allowed o gene al
and c oss-g oup sa u a ion (Onwuegbuzie e al., 2009, p. 6) o he esea ch ield. all i e o ganiza ions
op ed o s ay anonymous. Fo epo ing pu poses, we will use desc ip i e wo ds ha align o he co e
na u e o he se ice o e ed by he nPOs, i.e. nu sing; ca e; housing; Men al wellness; and neu ological
disease.
14 i. VORWeRK MaRRen e al.
he en i e esea ch ield highligh ed and demons a ed a speci ic way o pe o ming hei daily and
ecu ing ac i i ies, such as aining and p oblem-sol ing. aspec s o he o ganiza ional cul u e we e
compassion and a i ude owa ds he bene icia ies (shown as ca ing) and a de e mina ion o main ain
se ice deli e y despi e he challenges. P oblem-sol ing was pa o he o ganiza ional cul u e, which
de eloped in hese o ganiza ions.
This is a calling … you need o ha e a passion o d i e i … you look a his pe son as an adul – he’s go bea d,
he’s old, he’s g ey. You’ e old him once o wice o maybe h ice wha o do: i doesn’ sink in. So, he s a ge s
us a ed and hey don’ unde s and, bu ha ’s exac ly wha we do.
O ganiza ional cul u e is shaped and a ec ed by he kind o pe son in ol ed in hese o ganiza ions o e
an ex ended pe iod. in his ega d, in eg i y and hones y a e essen ial, and wo k oge he owa ds he
same objec i e. each o he pa icipa ing o ganiza ions had a pa icula se ice objec i e, which was
dependen on inances, p o essionalism, and aining, among o he hings. he a ainmen o objec i es
in a se ice o ganiza ion is la gely dependen on he indi iduals who deli e he se ices. howe e , he
success o hese indi iduals is in luenced by he o ganiza ional cul u e.
The e’s no u no e , hey absolu ely s ick o hei jobs e en hough we can’ compa e o he Depa men ’s sala ies
and bene i s.
aining o newcome s owa d o ganiza ional cul u e needs o be done h ough explici ins uc ion.
O en imes, aining is done implici ly o new employees o adap o he o ganiza ional cul u e (Da ies
e al., 2000). aining is done in he o m o wo kshops, mee ings, and semina s. i should aim o modi y
indi iduals’ mindse s and implemen ocused s a egies o de elop en ep eneu ial-like cha ac e is ics
and ways o s a egic decision-making (neneh & Vanzyl, 2012, p. 8341).
We don’ ha e he bene i s like … medical bene i o housing, o a pension und … bu a membe o s a e u ned
o wo k he e as she can manage he amily be o e coming o wo k because o he a mosphe e and how we do
hings.
Resou cing p ac ices
o deli e he o iginal objec i es, he o ganiza ions main ained and de eloped he equi ed s anda d o
p ac ice h ough cons an aining, de eloping eams, and ec ui ing olun ee s. Fo he cu en s udy,
esou ces we e ega ded as hose means o aid and suppo se ices and p o ide and build he capaci y
needed o implemen s a egic objec i es. Financial and human capaci ies a e cen al o esou ces in he
no - o -p o i sec o (see lewis e al., 2011). P ac ices in his sec ion include planning, aining, con olling,
e iewing, ma ke ing and olun ee ing. he challenges iden i ied in his esea ch we e ela ed o inances
and se ice deli e y, especially du ing pe sonnel sho ages. o o e come hese challenges, he o ganiza-
ions migh ensu e an al e na e income, and imp o e aining and epo ing o pa ne s o sponso s
(Khanal, 2006). Financial independence and bes p ac ice a e linked o sus ainabili y, wi h a balance
be ween esou ces and objec i es. independence is ensu ed by s ic handling o inances, imp o ed
deli e y o se ices, and adequa e epo ing measu es (Khanal, 2006). Mos o he challenges ha
eme ged in he cu en s udy we e ela ed o inances, legal issues, and pe sonnel. Financial p o ision
o he se ices needed is a p io i y.
a he ime o his esea ch, mos p ojec s we e sponso ed by ex e nal sou ces. Managing inances was
indica ed as essen ial o inancial s abili y and independence (Mon gome y, 2015; Me k, 2014). consequen ly,
inances needed o be managed s ingen ly. he manage wi hin he nPO ha ca e s o neu ological dis-
eases s a ed ha she augh he sel o do egula managemen and e en daily ans e o unds om one
sec ion o he business o ano he as pa o he i - o -pu pose managemen o su i al. all he pa icipa -
ing o ganiza ions emphasised ha sponso ships a e ega ded as impo an , e en small dona ions. a majo
conce n o he esea ch ield was paying sala ies, as pe sonnel a e key o all se ice deli e ies. all he
pa icipa ing o ganiza ions indica ed ha hey ne e ailed o pay sala ies. Paying sala ies was a high p i-
o i y pa o hei cul u e and esponsibili y, and hei g ea es expense o enable se ices. a conce n o
leade s was ha unde s need o ealise ha sala ies a e c ucial and he e o e essen ial when i comes o
cOgen BUsiness & ManageMen 15
unding p ojec s. an impo an iew exp essed by se e al pa icipan s was ha o add ess he challenge,
he nPO could ei he become he p e e ed pa ne o he o -p o i o ganiza ion, o by adequa e epo -
ing o he public sec o . addi ionally, hey sugges ed ha he nPO could ocus on se ing he pa ne s’
objec i es in he o -p o i sec o whe e he e is compe i ion o unding o he nPOs. Financial s abili y is
dependen on he pa ne s, and he e o e a cul u e o epo ing s eng hens he ela ionship and mu ual
us be ween he pa ne and he nPO. Repo ing o he Depa men o social De elopmen is a legisla i e
ma e , and nPOs sign se ice le el ag eemen s o he subsidy o 50% o sala ies. his epo ing allows he
Depa men o social De elopmen o de e mine u u e planning. ag eemen s be ween he nPO and he
Depa men imply an obliga ion o epo acco ding o equi emen s o he DsD, which migh change,
o en ‘a day o so be o e he epo s need o be submi ed’, acco ding o one o he pa icipa ing execu i e
manage s. he ollowing quo es o e a glimpse in o he eali ies o wo king wi h he Depa men .
The e’s a lo o p essu e om he Depa men , which is ou main inancial pa ne . …you dance he une hey
play…
and
The cons an issue o unding keeps one om no sleeping a nigh .
Rela ed o inancing is he need o he nPOs o p o ide an independen income. all he pa icipa ing
o ganiza ions acknowledged he impo ance o c ea ing hei own sou ces o income o make hem-
sel es less dependen on dona ions and pa ne s. o s ay app op ia e in hei se ice deli e y, o ganiza-
ions ha e o de e mine con inuously, and in conjunc ion wi h hei pa ne s, wha he needs o he
bene icia ies a e, and o change hei s a egy o adap hei se ices acco dingly, keeping a ailable
esou ces in mind. in addi ion o adap ing o ci cums ances, he pa icipa ing o ganiza ions engaged in
new en u es and con inuously coo dina ed he ac i i ies o hei pe sonnel and he p ocesses ha hey
ollowed o imp o e and adjus hei se ices. all se ices had a inancial implica ion; hence, he eason
o aim o inancial independence. he iew o pa icipa ing o ganiza ions was o de elop al e na i e
sou ces o income and manage hose en e p ises, and o e ain hei sponso s wi h sha ed objec i es.
Adap i e p ac ices
s a egy ou comes a e media ed by he documen ed planning and a e o en adjus ed acco ding o he
daily changes in ci cums ances epo ed by he a ious ole playe s, which a e in luenced by in e nal and
ex e nal ci cums ances. he gene al inding was ha s a egic o mula ion was op-down bu was in lu-
enced by epo ing needs om all le els o he o ganiza ion. Fo mal planning was gene ally done o
h ee yea s because he pa icipa ing o ganiza ions ega ded he pe iod as long- e m owing o unce ain
en i onmen s. all he o ganiza ions adap ed hei s a egy o se ice plans annually o p io i ise and
adap objec i es. se ice plans a e egula ly equi ed o unding om he Depa men o social
De elopmen as a pa ne . Fo he mos pa , inances and, o a lesse ex en , pe sonnel unce ain y, a e
he main easons o cons an e iew. his ela i ely sho e m may bene i he adap ing p ac ices and
egula ly enew he s age o he o ganiza ional li e cycle.
I ’s much easie o us o manage a h ee-yea plan because some imes you can’ do hings in a yea … and you
don’ know i you’ e going o ha e money. We do s a egic planning o h ee yea s and e e y yea as well. … ha
we do as a wo k plan, ou goals o he yea
hese adap i e s a egic p ac ices ocused on in e nal changes, such as aining and p o iding adequa e
pe sonnel, d i en by he a ailable unding and he needs o he bene icia ies.
success ul o ganiza ional s a egies conside he needs o all le els o pe sonnel and all go e nance
and ope a ional objec i es om he bo om up, a he han en o cing hem om he op down (Da ies
e al., 2000). acco ding o Me k (2014), ‘ op-down solu ions a e bo h ine ec i e and ine icien ’ (p. 4).
he s a egic amewo ks by pa icipa ing o ganiza ions emana ed om he boa d as a guiding and
legisla i e di ec i e, unde he guiding in luence o managemen . he de elopmen o hei s a egy is
done acco ding o he p esc ibed legisla ion and o ganiza ional a chi ec u e and has o be epo ed o
he Depa men o social De elopmen as pa o legisla i e equi emen s.
16 i. VORWeRK MaRRen e al.
gi en he complexi ies in his sec o and he a ious c ises ha de elop, nPO leade s and man-
age s a e asked wi h s a egizing in a messy eali y whe e, o example, he co id-19 pandemic
a ec ed hei sponso s, which had di ec implica ions a ec ing all u u e s a egic planning. c ises
can be immedia e, unp edic able, and ha e sho - o long- e m e ec s which all equi e immedia e
adap ing wi h possible long- e m implica ions. apa om one pa icipan who said hei manage-
men is always in c isis mode, all pa icipan s con i med ha all kinds o inciden s happen inces-
san ly, equi ing immedia e s a egic esponses (p ac ices), which a ec ed linea s a egic
implemen a ion. con inued adap ing is in line wi h ou iew o non-linea s a egic implemen a ion.
he sus ainabili y o an o ganiza ion lies in i s pe o mance in esponse o changes and challenges
(Bell e al., 2012; Kazlauskienė & ch is auskas, 2008, p. 23). schola s con i m ha ‘companies a e
s i ing o achie e long- e m bene i by adop ing sus ainabili y ac i i ies as co e o co po a e s a -
egy’ (goyal e al., 2013, p. 362). he p ac ices iden i ied we e i s measu ing ou comes and hen
adap ing se ices.
We saw ha needs o he communi ies changed, so we changed. When he Depa men mo ed in o ha a ea, we
mo ed o e o ano he a ea [ ownship name wi hheld] whe e he e we e no se ices.
and
S ay ocused on wha we can do and wha we a e doing, and don’ make plans o huge hings ha we can’ do.
Focus on doing on wha we ha e o do in his en i onmen
adap i e p ac ices in ol e e hinking and elea ning when s a egy and esou ces change while keeping
he ocus on he co e ision. he pa icipan s indica ed ha ex e nal and in e nal en i onmen s a ec
he abili y and need o adap .
some o he adap i e p ac ices o inancial s abili y we e e iden and al e ed he s uc u e due o
inancial s ain. changes we e made in se ice deli e y o accommoda e changes in ex e nal and in e nal
en i onmen s.
We all adap ou ou ines o accommoda e wha is asked o , wha is needed. We a e adap able, and I hink change
is ine i able
… also impo an is ha we ha e ne e changed ou co e business. We ha e s uck o ou co e business.
all nPOs showed he abili y o change hei objec i es and s uc u e, while e aining ision e aci y.
howe e , i hey ace di icul ies due o inadequa e capaci y, hey cease ope a ions.
he pa icipa ing o ganiza ions ocused on and planned owa ds u u e objec i es and made plans o
imp o e hei inancial posi ion. Fu u e planning was ega ded as essen ial, as he bene icia ies’ needs
change con inuously. adap ing s a egic objec i es o he needs o people in he en i onmen has a
posi i e in luence o enewal on he o ganiza ional li e cycle, as he adjus ing ope a ions p e en p ojec s
om s agna ing o becoming inapp op ia e. he e we e examples o majo adap ing measu es, in ag ee-
men wi h he iew ha esilience in an o ganiza ion esponds o dis up i e e en s and in ol es he
abili y o wi hs and disjoin edness (Bu na d & Bham a, 2011). he abili y o e-di ec and e-assess aids
enewal. Objec i e planning is also impo an in de eloping and appoin ing pe sonnel o enhance he
commi men o indi iduals and s eng hen he o ganiza ional cul u e.
Resilience is ega ded as an in angible pa o an o ganiza ion. i is in luenced by ex e nal and in e nal
en i onmen s (Willcoxson & Mille , 2000, p. 93), in ellec ual and mo al discipline, and aining (haywa d
& spa kes, 1984, p. 273). Resilience elies on he p esence o goals and objec i es ( ision), decision-making
p ocesses, ewa d sys ems, and compliance wi h equi emen s, such as beha io , communica ion, and
in e ac ion wi h ex e nal elemen s. Resilience implies adap ing o ci cums ances; i depends on he eac-
ion o pe sonnel, commi men , and leade ship. he adap ing capabili ies, p io i ies, managemen s yles,
and o he o ganiza ional ac o s a ec bo h o ganiza ional cul u e and li e cycle, and hey may change
o e ime ( am & g ay, 2016, p. 18). Resilience as adap i e p ac ice ea u ed s ongly in he analysis and
will be u he discussed as pa o ex ending he o ganiza ional li e cycle.
We es ablished ea ly on ha pa icipa ing manage s ag eed ha hei o ganiza ional s a egies need
o be adap ed owa d he cu en needs in he communi y. Based on ou esea ch, we de ine i - o -
p ac ice as he syne gis ic colla ion o he o ganiza ional ision o manda e o pu pose, he needs in he
cOgen BUsiness & ManageMen 17
communi y i se es, he nPO’s posi ion in he o ganiza ional li ecycle, he in e nal and ex e nal a iables,
and he op imal alignmen be ween he leade ship s yle, he o ganiza ional cul u e, and he ac i i ies.
Fi - o -p ac ice equi es an inhe en abili y, and a willingness, o adap o change. such adap ing p ac-
ices o s a egic i is an ope a ional posi ioning in acco dance wi h he in e nal and ex e nal en i onmen .
Pa icipan s in his esea ch men ioned con inuous adap ing measu es when any aspec o hei go -
e nance, se ice deli e y, and esou ces was a ec ed. Willcoxson and Mille (2000, p. 93) also ound
esilience o be dependen on he eac ion o changes in ex e nal and in e nal en i onmen s, and on he
way humans eac du ing adap ing o changes. adap ing was seen by pa icipan s as a cons an eac ion
and as pa o hei o ganiza ional cul u e.
We a e s uggling o gene a e su icien income o sou ce ele an , capable s a and main ain he campus. Income
om ees and [DSD] g an alone is no enough…
O ganiza ions in he cu en s udy a ained esilience by adap ing se ice o each new goals and objec-
i es h ough decisi ely changing di ec ion and al e ing p ocesses and beha io o align wi h ex e nal
equi emen s. in he same ein, some heo is s desc ibe esilience as adap ing o ci cums ances by he
posi i e eac ion o pe sonnel, commi men , and leade ship (Maull e al., 2001, p. 1; Pinho e al., 2014).
adap ing capabili ies and o he o ganiza ional ac o s posi i ely a ec and al e he o ganiza ional li e
cycle, as endo sed by am and g ay (2016, p. 18). adap a ion ha esul s in esilience is essen ial o
su i al and sus ainabili y in he se ice le el, as discussed in he sec ion on enewal p ac ices wi hin he
o ganiza ional li e cycle.
Resilience
al hough esilience could occu in di e en s ages o he li e cycle o sus ain se ices, in his ins ance o
olde o ganiza ions, he p ac ice was ound in he mo e es ablished phases o he li e cycle, e lec ed as
he a ea abo e he do ed line in Figu e 3. We p esen , on a no el le el, he s age o esilience wi h i s
a endan enewal, as he in ini y symbol – ∞ – o indica e a con inuous p ac ice o i e a ing o eassess,
e ain and adap he in e nal en i onmen o main ain i - o -pu pose a ound he pa icula se ices en-
de ed in he ex e nal en i onmen . in his o mula ion, i is esilience ha de ines su i al o sus ainabili y.
iden i ying esilience and enewal, a his s age o he li ecycle, while concluding ha an in eg a ed sys em
o p ac ices con ibu es o he su i al and sus ainabili y o an o ganiza ion, a e ou modes con ibu ions
o heo y. Resilience comes om adap ing o needs, e iewing and enewing se ices, and e en expanding
he scope o he nPO o ex end he o ganiza ional li ecycle in esponse o socie al need.
We conclude ha he enabling p ac ices owa ds nPO sus ainabili y o esilience a e si ua ed in i - o -
p ac ice leade ship, go e nance, o ganiza ional cul u e, esou ces, and adap abili y, which ul ima ely con-
ibu e o an ex ension and a enewal wi hin he o ganiza ional li ecycle.
Figu e 3. Fi e enabling p ac ices lead o nPo esilience.
18 i. VORWeRK MaRRen e al.
Ou indings e ealed enabling p ac ices ha aid nPO sus ainabili y. Ou accoun o he enabling
p ac ices, based on ou analysis o da a ga he ed om manage s and leade s o longs anding nPOs,
p o ides nPO boa ds and manage s wi h p ac ical guidance o aid hem owa ds su i al. We con i m
ha he e is no one easy answe o sus ainabili y, and accep ha nPO sus ainabili y is a complex sys em
o in eg a ed p ac ices and con ibu ions ha a e aligned o unique con ex s. leade s a e he main ole
playe o d i ing o ce in he ques o su i al. Fo p ac ices o be enabling, hey need o be balanced
by he o ganiza ional knowledge, he conside a ion o needs o he communi ies being se ed, and he
ules ha go e n ope a ions.
We’ e going o s ay as we a e un il we ge money o wha e e o he p ojec we wan o do.
Conclusion
his a icle epo ed on ou esea ch whe e we explo ed sus ainabili y om he pe spec i es o longs and-
ing nPOs. howe e , i is equally impo an o explo e he lip side o he coin – o unde s and he ac o s
ha con ibu e o he closu e o ailu e o nPOs. addi ionally, he obse a ions and li ed expe iences o
bene icia ies may o e a oice o wha hey belie e nPO sus ainabili y means. a subsequen esea ch
phase may in ol e long-s anding nPOs o e alua e he impac o g and challenges and how hese nPOs
‘coped’. Fu he mo e, o enhance leade ship heo y’s ole in c ea ing alue, in es iga ing speci ic leade ship
s yles and indi idual a ibu es could o e aluable inpu s o succession planning and appoin men s.
While ou app oach con ibu es o he unde s anding o nPO sus ainabili y, we acknowledge some
limi a ions in ou o e all app oach. he sample size was con ined o i e willing nPOs p o iding social
ca e se ices o a leas 30 yea s. he pa icipan s we e leade s o manage s who we e esponsible o
deli e ing a se ice o speci ic bene icia ies. he s udy was no ex ended o nPOs deli e ing se ices in
o he con ex s. his es ic ion was based on he c i e ia o willing nPOs ha me speci ic condi ions and
ag eed o pa icipa e wi hin a de ined ime ame. he s udy adop ed enabling s a egic p ac ices as i s
heo e ical lens, employing a quali a i e app oach, and i is impo an o ecognize ha al e na i e he-
o ies and me hodologies may p o ide di e en pe spec i es.
Ou esea ch ex ended he managemen heo y o enabling p ac ices wi hin he nexus o li e cycle
s ages using sou h a ican nPOs associa ed wi h social ca e as he con ex . holis ically, he esea ch has
ex ended managemen esea ch h ough b inging oge he a con luence o wo heo e ical, ye also
qui e p agma ic, pe spec i es: s a egy as P ac ice and O ganiza ional li e cycle. h ough iden i ying a
c i ical s a egizing ‘se ’ associa ed wi h he ma u e, sus ainable s age o he li e cycle, managemen
schola s and p ac i ione s gain insigh s in o how a niche public good, in he case o nPOs, may be o -
mula ed, p ac iced and main ained. While his esea ch has ocused on he hi d sec o , he e is he
po en ial analy ical po en ial o ansla e hese lessons lea ned o he p i a e sec o and iden i y hose
applicable s a egizing se s ha sha pen o -p o i sus ainable compe i i e ad an age. h ough hough -
ul disagg ega ion in o he mic o s a egizing pa hways o in en (go e nance, o ins ance being b oken
down in o daily o e sigh mechanisms o accoun abili y, as an example), he i e p ac ices could become
accessible o s a egic o mula ion and planning p o iding s a wi h ancho poin s o hei daily p axis.
Fu he mo e, he p ac ices unco e ed show a use ul balance be ween s able o ‘ igh ’ o ganiza ional
dimensions alongside he una oidable bu gene a i e ‘loose’ complexi y dimensions needed o manage
wi hin he cu en and u u e global o de .
speci ically, ha ing a deepe unde s anding o hese s a egizing p ac ices p o ides knowledge on he
leade ship quali ies needed in he di e en s ages o he o ganiza ional li ecycle and, c ucially, di e en-
ia ed he no ion o esilience spanning speci ic s ages. Ul ima ely, such knowledge may be impo an
o su i al and nPO capabili y. Ou indings also con i m he asse ion o Mon gome y (2015) ha he
sus ainabili y o nPO depends on quali y leade ship. he cu en s udy con as s wi h he usual sus ain-
abili y esea ch, which no mally has a inancial objec i e and pe ains o he o -p o i o en i onmen al
sec o s. nPO sus ainabili y is in o med by enabling p ac ices si ua ed in an inhe en abili y and willing-
ness o adap o change as o ganiza ions ine i ably mo e h ough he pa allel ine i abili ies o ime and
change. he s udy has gone some way o opening he ‘black box’ o he esea ch and o elucida e he
enabling p ac ices which achie e sus ainabili y, and ul ima ely show wha i - o -p ac ice en ails.
cOgen BUsiness & ManageMen 19
Disclosu e s a emen
no po en ial con lic o in e es ed is epo ed by he au ho (s).
Abou he au ho s
Ing id Vo we k Ma en is an independen consul an o Business Managemen . she has p ac ical expe ience o man-
agemen in di e en se ings: physio he apy depa men s in s a e hospi als, a p i a e physio he apy p ac ice, na ional
p o essional o ganiza ions, and as execu i e manage o a non-p o i o ganiza ion. ing id is egis e ed a he
Uni e si y o P e o ia as a olun ee o men o s uden s. she is also a olun ee ad iso o sMes in need o s a egic
guidance. she conduc ed he esea ch o a PhD a he Uni e si y o sou h a ica on su i al s a egies o
non-p o i able o ganiza ions using he s a egy-as-p ac ice pe spec i e.
Annema ie Da is is an associa e p o esso in s a egic Managemen in he Depa men o Business Managemen a
he Uni e si y o sou h a ica. she conduc ed he doc o al esea ch on middle manage s using he s a egy-as-p ac-
ice pe spec i e. she is a quali a i e esea che wi h a ocus on mic o-s a egizing p ac ices, and a ou s s udies on
o ganiza ional change and he middle manage con ex .
Cha maine Williamson is cu en ly an academic ad iso o uni e si ies a ound highe Deg ees (PhD and M) candi-
da es in he ields o academic a gumen , w i ing, heo y, and quali a i e me hodologies, including acili a ing a las.
i suppo . she has also wo ked wi h no - o -p o i s in e ms o good go e nance and und aising. she also has an
appoin men a he Business school o ne he lands in in e na ional Managemen . she is a Resea ch Fellow a he
Uni e si y o sou h a ica. she has published se e al pee - e iewed a icles/chap e s and is an associa e edi o o
he in e na ional Jou nal o Mul iple Resea ch app oaches.
ORCID
ing id Vo we k Ma en h p://o cid.o g/0000-0001-9572-8026
annema ie Da is h p://o cid.o g/0000-0002-2137-2597
cha maine M. Williamson h p://o cid.o g/0000-0001-5828-0541
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