The limits of nonprofit impact
Subtitle: a contingency framework for measuring social performance
By: Alnoor Ebrahim, V. Kasturi Rangan
Contributors: Rangan, V. Kasturi; Harvard Business School
Series: Working paper / Harvard Business School -- 10-099; Working paper (Harvard Business School) -- 10-099.
Publisher: Harvard Business School
Published: 2010
Place of publication: [Boston]
Language: eng
Number of pages: 52
Description: Leaders of organizations in the social sector are under growing pressure to demonstrate their impacts on pressing societal problems such as global poverty. We review the debates around performance and impact, drawing on three literatures: strategic philanthropy, nonprofit management, and international development. We then develop a contingency framework for measuring results, suggesting that some organizations should measure long-term impacts, while others should focus on shorter-term outputs and outcomes. In closing, we discuss the implications of our analysis for future research on performance management.
Notes: "May 2010"--Publisher's website.

Includes bibliographical references.