000			01729pab a2200181 454500
008			180718b2014 xxu||||| |||| 00| 0 eng d
100			_aSanders, Mathew L.
245			_aBeing business-like while pursuing a social mission: Acknowledging the inherent tensions in US nonprofit organizing
260			_c2014
300			_ap.68-89.
362			_aJan
520			_aNonprofit organizations face an increasing expectation to be more business-like. Although scholars have theoretically explored this phenomenon and studied its influence in various contexts, there has been little empirical examination of the ways in which nonprofit practitioners themselves describe and make sense of their organizations and their work as business-like. Specifically, scholars have not explored the ways in which nonprofit practitioners communicatively reconcile the inherent tensions between being business-like and the pursuit of a social mission. Based on findings from an eight-month ethnographic field study of a US nonprofit organization, this article describes the sophisticated ways in which nonprofit practitioners understand, define and negotiate the need to be business-like within the nonprofit context and the central role of communication in that process. Additionally, critical assessment of these findings reveals the political qualities of talking about nonprofit organizing as being business-like, leading to potential transformative redefinitions of the business-like imperative that acknowledge rather than suppress conflicts inherent in the practice of nonprofit organizing. - Reproduced.
650			_aNonprofit organizations
700			_aMcClellan, John G.
773			_aOrganization
908			_aN
909			_a102782
999			_c102780 _d102780