NPOs and their Stakeholders’ Psychological Contracts: The Value of Implicit Expectations in Bolivia
Managing non-profit organizations (NPOs) in developing countries constitutes a challenge due to the intrinsic hardship of their missions, and the pressure of balancing their stakeholder’s interests and needs. Beyond the explicit challenges NPOs face (e.g., attracting volunteers, retaining employees,...
- Autores:
-
Barreal, Maria Renee
Pepermans, Roland
Dooms, Michael
- Tipo de recurso:
- Fecha de publicación:
- 2019
- Institución:
- Universidad EAFIT
- Repositorio:
- Repositorio EAFIT
- Idioma:
- eng
- OAI Identifier:
- oai:repository.eafit.edu.co:10784/17702
- Acceso en línea:
- http://hdl.handle.net/10784/17702
- Palabra clave:
- Stakeholder management
Psychological contract
Non-profit organizations
Bolivia
Gerencia de actores claves
Contrato psicológico
Organizaciones sin fines de lucro
Bolivia
- Rights
- License
- Copyright © 2019 Maria Renee Barreal, Roland Pepermans, Michael Dooms
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|
dc.title.eng.fl_str_mv |
NPOs and their Stakeholders’ Psychological Contracts: The Value of Implicit Expectations in Bolivia |
dc.title.spa.fl_str_mv |
Las OSFL y los contratos psicológicos de sus partes interesadas: el valor de las expectativas implícitas en Bolivia |
title |
NPOs and their Stakeholders’ Psychological Contracts: The Value of Implicit Expectations in Bolivia |
spellingShingle |
NPOs and their Stakeholders’ Psychological Contracts: The Value of Implicit Expectations in Bolivia Stakeholder management Psychological contract Non-profit organizations Bolivia Gerencia de actores claves Contrato psicológico Organizaciones sin fines de lucro Bolivia |
title_short |
NPOs and their Stakeholders’ Psychological Contracts: The Value of Implicit Expectations in Bolivia |
title_full |
NPOs and their Stakeholders’ Psychological Contracts: The Value of Implicit Expectations in Bolivia |
title_fullStr |
NPOs and their Stakeholders’ Psychological Contracts: The Value of Implicit Expectations in Bolivia |
title_full_unstemmed |
NPOs and their Stakeholders’ Psychological Contracts: The Value of Implicit Expectations in Bolivia |
title_sort |
NPOs and their Stakeholders’ Psychological Contracts: The Value of Implicit Expectations in Bolivia |
dc.creator.fl_str_mv |
Barreal, Maria Renee Pepermans, Roland Dooms, Michael |
dc.contributor.author.spa.fl_str_mv |
Barreal, Maria Renee Pepermans, Roland Dooms, Michael |
dc.contributor.affiliation.spa.fl_str_mv |
Vrije Universiteit Brussel |
dc.subject.keyword.eng.fl_str_mv |
Stakeholder management Psychological contract Non-profit organizations Bolivia |
topic |
Stakeholder management Psychological contract Non-profit organizations Bolivia Gerencia de actores claves Contrato psicológico Organizaciones sin fines de lucro Bolivia |
dc.subject.keyword.spa.fl_str_mv |
Gerencia de actores claves Contrato psicológico Organizaciones sin fines de lucro Bolivia |
description |
Managing non-profit organizations (NPOs) in developing countries constitutes a challenge due to the intrinsic hardship of their missions, and the pressure of balancing their stakeholder’s interests and needs. Beyond the explicit challenges NPOs face (e.g., attracting volunteers, retaining employees, accounting to donors), we tackle the implicit obligations and returns that volunteers, employees, and donors hold towards an NPO. By introducing the concept of Stakeholder Psychological Contracts (SPC) and its three currencies (relational, transactional and ideological), we identify how each creates value for these stakeholders in a different way, using data from 409 respondents, representing 7 Bolivian NPOs. Despite the high levels of satisfaction and engagement among respondents, currencies such as Transactional Obligations in volunteers or Relational Returns in donors did not create substantial value. As predicted, Ideological returns showed relevance for all groups. However, in the case of employees, this currency shows a negative impact on satisfaction with the NPO, and engagement with the cause has no influence on their turnover intentions, as only satisfaction with the organization mediates in their intention to quit. We conclude that SPCs are a valuable concept for NPO managers when it comes to triggering engagement and satisfaction for each stakeholder group. |
publishDate |
2019 |
dc.date.issued.none.fl_str_mv |
2019-12-02 |
dc.date.available.none.fl_str_mv |
2020-09-04T16:43:22Z |
dc.date.accessioned.none.fl_str_mv |
2020-09-04T16:43:22Z |
dc.date.none.fl_str_mv |
2019-12-02 |
dc.type.eng.fl_str_mv |
article info:eu-repo/semantics/article publishedVersion info:eu-repo/semantics/publishedVersion |
dc.type.coarversion.fl_str_mv |
http://purl.org/coar/version/c_970fb48d4fbd8a85 |
dc.type.coar.fl_str_mv |
http://purl.org/coar/resource_type/c_6501 http://purl.org/coar/resource_type/c_2df8fbb1 |
dc.type.local.spa.fl_str_mv |
Artículo |
status_str |
publishedVersion |
dc.identifier.issn.none.fl_str_mv |
2474-2678 |
dc.identifier.uri.none.fl_str_mv |
http://hdl.handle.net/10784/17702 |
identifier_str_mv |
2474-2678 |
url |
http://hdl.handle.net/10784/17702 |
dc.language.iso.none.fl_str_mv |
eng |
language |
eng |
dc.relation.isversionof.none.fl_str_mv |
https://orb.binghamton.edu/gobernar/vol3/iss5/6/ |
dc.relation.uri.none.fl_str_mv |
https://orb.binghamton.edu/gobernar/vol3/iss5/6/ |
dc.rights.eng.fl_str_mv |
Copyright © 2019 Maria Renee Barreal, Roland Pepermans, Michael Dooms |
dc.rights.coar.fl_str_mv |
http://purl.org/coar/access_right/c_abf2 |
dc.rights.local.spa.fl_str_mv |
Acceso abierto |
rights_invalid_str_mv |
Copyright © 2019 Maria Renee Barreal, Roland Pepermans, Michael Dooms Acceso abierto http://purl.org/coar/access_right/c_abf2 |
dc.format.none.fl_str_mv |
application/pdf |
dc.coverage.spatial.none.fl_str_mv |
Medellín de: Lat: 06 15 00 N degrees minutes Lat: 6.2500 decimal degrees Long: 075 36 00 W degrees minutes Long: -75.6000 decimal degrees |
dc.publisher.spa.fl_str_mv |
Universidad EAFIT |
dc.source.spa.fl_str_mv |
Gobernar, Vol. 3, Núm. 5 (2019) |
institution |
Universidad EAFIT |
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Medellín de: Lat: 06 15 00 N degrees minutes Lat: 6.2500 decimal degrees Long: 075 36 00 W degrees minutes Long: -75.6000 decimal degrees2019-12-022020-09-04T16:43:22Z2019-12-022020-09-04T16:43:22Z2474-2678http://hdl.handle.net/10784/17702Managing non-profit organizations (NPOs) in developing countries constitutes a challenge due to the intrinsic hardship of their missions, and the pressure of balancing their stakeholder’s interests and needs. Beyond the explicit challenges NPOs face (e.g., attracting volunteers, retaining employees, accounting to donors), we tackle the implicit obligations and returns that volunteers, employees, and donors hold towards an NPO. By introducing the concept of Stakeholder Psychological Contracts (SPC) and its three currencies (relational, transactional and ideological), we identify how each creates value for these stakeholders in a different way, using data from 409 respondents, representing 7 Bolivian NPOs. Despite the high levels of satisfaction and engagement among respondents, currencies such as Transactional Obligations in volunteers or Relational Returns in donors did not create substantial value. As predicted, Ideological returns showed relevance for all groups. However, in the case of employees, this currency shows a negative impact on satisfaction with the NPO, and engagement with the cause has no influence on their turnover intentions, as only satisfaction with the organization mediates in their intention to quit. We conclude that SPCs are a valuable concept for NPO managers when it comes to triggering engagement and satisfaction for each stakeholder group.La gestión de organizaciones sin fines de lucro (OSFL) en los países en desarrollo constituye un desafío debido a la dificultad intrínseca de sus misiones y la presión de equilibrar los intereses y necesidades de sus partes interesadas. Más allá de los desafíos explícitos que enfrentan las NPO (por ejemplo, atraer voluntarios, retener empleados, rendir cuentas a los donantes), abordamos las obligaciones implícitas y los beneficios que los voluntarios, empleados y donantes tienen hacia una NPO. Al introducir el concepto de Contratos Psicológicos de las Partes Interesadas (SPC) y sus tres monedas (relacional, transaccional e ideológico), identificamos cómo cada uno crea valor para estas partes interesadas de una manera diferente, utilizando datos de 409 encuestados, que representan a 7 OSFL bolivianas. A pesar de los altos niveles de satisfacción y compromiso entre los encuestados, monedas como Obligaciones transaccionalesen los voluntarios o los retornos relacionales en los donantes no crearon un valor sustancial. Como se predijo, los retornos ideológicos mostraron relevancia para todos los grupos. Sin embargo, en el caso de los empleados, esta moneda muestra un impacto negativo en la satisfacción con la ONL, y el compromiso con la causa no influye en sus intenciones de rotación, ya que solo la satisfacción con la organización media en su intención de renunciar. Concluimos que los SPC son un concepto valioso para los gerentes de OSFL cuando se trata de generar compromiso y satisfacción para cada grupo de partes interesadas.application/pdfengUniversidad EAFIThttps://orb.binghamton.edu/gobernar/vol3/iss5/6/https://orb.binghamton.edu/gobernar/vol3/iss5/6/Copyright © 2019 Maria Renee Barreal, Roland Pepermans, Michael DoomsAcceso abiertohttp://purl.org/coar/access_right/c_abf2Gobernar, Vol. 3, Núm. 5 (2019)NPOs and their Stakeholders’ Psychological Contracts: The Value of Implicit Expectations in BoliviaLas OSFL y los contratos psicológicos de sus partes interesadas: el valor de las expectativas implícitas en Boliviaarticleinfo:eu-repo/semantics/articlepublishedVersioninfo:eu-repo/semantics/publishedVersionArtículohttp://purl.org/coar/version/c_970fb48d4fbd8a85http://purl.org/coar/resource_type/c_6501http://purl.org/coar/resource_type/c_2df8fbb1Stakeholder managementPsychological contractNon-profit organizationsBoliviaGerencia de actores clavesContrato psicológicoOrganizaciones sin fines de lucroBoliviaBarreal, Maria ReneePepermans, RolandDooms, MichaelVrije Universiteit BrusselGobernar351742THUMBNAILminaitura-gobernar[489].jpgminaitura-gobernar[489].jpgimage/jpeg26734https://repository.eafit.edu.co/bitstreams/7fb7ea02-3ebf-4d1e-a826-e5fdb4ed4da7/download7bfcb253f2e46163eed6724d5b11cdf5MD51ORIGINALarticulo.htmlarticulo.htmlTexto completo HTMLtext/html348https://repository.eafit.edu.co/bitstreams/9e118b74-9f9a-45b9-b621-bb2610a398ac/download7b68f525ab0359c1b60fc82a85fb76dcMD52NPOs and their Stakeholders_ Psychological Contracts_ The Value.pdfNPOs and their Stakeholders_ Psychological Contracts_ The Value.pdfTexto completo PDFapplication/pdf1322450https://repository.eafit.edu.co/bitstreams/e681b7e9-b65d-4b6e-8164-c3445415773e/downloaddeadbb889ea2b34d081f7a64497ac926MD5310784/17702oai:repository.eafit.edu.co:10784/177022020-09-21 09:26:55.766open.accesshttps://repository.eafit.edu.coRepositorio Institucional Universidad EAFITrepositorio@eafit.edu.co |