Outing the Silent Partner: Espousing the Economic Values that Operate in Not-For-Profit Organizations

Kaine, S; Green, J

Outing the Silent Partner: Espousing the Economic Values that Operate in Not-For-Profit Organizations

Kaine, S

Green, J

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Publication Type:: Journal Article
Citation:: Journal of Business Ethics, 2013, 118 (1), pp. 215 - 225
Issue Date:: 2013-11-01

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Field	Value	Language
dc.contributor.author	Kaine, S https://orcid.org/0000-0001-8485-7156	en_US
dc.contributor.author	Green, J	en_US
dc.date.issued	2013-11-01	en_US
dc.identifier.citation	Journal of Business Ethics, 2013, 118 (1), pp. 215 - 225	en_US
dc.identifier.issn	0167-4544	en_US
dc.identifier.uri	http://hdl.handle.net/10453/26974
dc.description.abstract	The tension between organizational values and the operation of aged care as a business is often characterized as the "mission versus margin" dilemma. It is common across the industry in both not-for-profit and for-profit organizations. However, in for-profit aged care facilities, there is no question about the intention to make a profit or the purpose of the profits. This is not so clear in not-for-profit aged care organizations. This article explores the tension through the examination of a detailed case study of one of the larger not-for-profit social service organizations-All Saints Christian Care. It analyses the culture and managerial decisions though the lens of the political philosophy value pluralism. Finally, based on the value-plural theory, recommendations are made that would create greater operational transparency in not-for-profit aged care service. © 2012 Springer Science+Business Media Dordrecht.	en_US
dc.relation.ispartof	Journal of Business Ethics	en_US
dc.relation.isbasedon	10.1007/s10551-012-1583-0	en_US
dc.subject.classification	Applied Ethics	en_US
dc.title	Outing the Silent Partner: Espousing the Economic Values that Operate in Not-For-Profit Organizations	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	118	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	en_US
utslib.for	2201 Applied Ethics	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
pubs.organisational-group	/University of Technology Sydney/Strength - CCS - Cosmopolitan Civil Societies
utslib.copyright.status	closed_access
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	118	en_US

Abstract:

The tension between organizational values and the operation of aged care as a business is often characterized as the "mission versus margin" dilemma. It is common across the industry in both not-for-profit and for-profit organizations. However, in for-profit aged care facilities, there is no question about the intention to make a profit or the purpose of the profits. This is not so clear in not-for-profit aged care organizations. This article explores the tension through the examination of a detailed case study of one of the larger not-for-profit social service organizations-All Saints Christian Care. It analyses the culture and managerial decisions though the lens of the political philosophy value pluralism. Finally, based on the value-plural theory, recommendations are made that would create greater operational transparency in not-for-profit aged care service. © 2012 Springer Science+Business Media Dordrecht.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/26974