Abstract
One quiet aspect of the exercise of best practices in nonprofit operations settings is that managers typically must engage in creative problem solving to accommodate exceptions or unanticipated conditions. Problem solving may be perceived as situational until the frequency of the “workarounds” give pause to decision-makers, leading some to challenge the validity of the best practice. This essay uses inductive method inquiry drawing upon existing nonprofit management literature on best practices, workarounds and related topics. The essay posits that workarounds are an underappreciated component of nonprofit management theory.
Recommended Citation
Mendel, Stuart C.
(2017)
"Workarounds in Nonprofit Management: Counter Theory for Best Practices Innovation,"
Journal of Ideology: Vol. 38:
No.
1, Article 2.
Available at:
https://scholarcommons.sc.edu/ji/vol38/iss1/2
Included in
Business Administration, Management, and Operations Commons, Human Resources Management Commons, Nonprofit Administration and Management Commons, Organizational Behavior and Theory Commons, Policy History, Theory, and Methods Commons