Strategic management in not‐for‐profit organizations

Abstract

Abstract With many executives spending at least part of their management careers in not‐for‐profit organizations, the application of viable principles from corporate experience to the not‐for‐profit situation is important if these managers are to transfer their talents between organizational forms effectively. Strategy identification, evaluation, and reformulation for the not‐for‐profit organization are discussed in this paper, as an adaptation of the principles developed for corporate strategic management.