OM Forum—Challenges and Strategies in Managing Nonprofit Operations: An Operations Management Perspective

Published Online:https://doi.org/10.1287/msom.2018.0758

References

  • Adida E, DeLaurentis PCC, Lawley MA (2011) Hospital stockpiling for disaster planning. IIE Trans. 43(5):348–362.CrossrefGoogle Scholar
  • Aflaki A, Pedraza-Martinez AJ (2016) Humanitarian funding in a multi-donor market with donation uncertainty. Production Oper. Management 25(7):1274–1291.CrossrefGoogle Scholar
  • Akkihal AR (2006) Inventory pre-positioning for humanitarian operations. Master’s thesis, Massachusetts Institute of Technology, Cambridge.Google Scholar
  • Alagoz O, Maillart LM, Schaefer AJ, Roberts MS (2004) The optimal timing of living-donor liver transplantation. Management Sci. 50(10):1420–1430.LinkGoogle Scholar
  • Aldasoro I, Nunnenkamp P, Thiele R (2010) Less aid proliferation and more donor coordination? The wide gap between words and deeds. J. Internat. Development 22(7):920–940.CrossrefGoogle Scholar
  • Alford J (2002) Defining the client in the public sector: A social-exchange perspective. Public Admin. Rev. 62(3):337–346.CrossrefGoogle Scholar
  • Alliance Magazine (2010) Introducing the ‘pledge guarantee for health.’ (June 1), https://www.alliancemagazine.org/news/introducing-the-pledge-guarantee-for-health/.Google Scholar
  • Altay N, Green WG (2006) OM research in disaster operations management. Eur. J. Oper. Res. 175(1):475–493.CrossrefGoogle Scholar
  • Andreoni J, Payne A (2003) Do government grants to private charities crowd out giving or fund-raising? Amer. Econom. Rev. 93(3):792–812.CrossrefGoogle Scholar
  • Anheier HK (2000) Managing non-profit organisations: Toward a new approach. Civil Society Working Paper 1, Centre for Civil Society, London School of Economics and Political Science, London.Google Scholar
  • Anheier HK (2005) Nonprofit Organizations: Theory, Management, Policy (Routledge, Abingdon, UK).Google Scholar
  • Anthony RN, Young DW (1988) Management Control in Nonprofit Organizations (Irwin, Homewood, IL).Google Scholar
  • Apte A (2009) Humanitarian logistics: A new field of research and action. Foundations Trends Tech. Inform. Oper. Management 3(1):1–100.Google Scholar
  • Austin JE (2000) Strategic collaboration between nonprofits and businesses. Nonprofit Voluntary Sector Quart. 29(1):69–97.CrossrefGoogle Scholar
  • Balcik B, Ak D (2014) Supplier selection for framework agreements in humanitarian relief. Production Oper. Management 23(6):1028–1041.CrossrefGoogle Scholar
  • Balcik B, Beamon BM (2008) Facility location in humanitarian relief. Internat. J. Logist. Res. Appl. 11(2):101–121.CrossrefGoogle Scholar
  • Balcik B, Iravani S, Smilowitz KR (2010a) A review of equity in nonprofit and public sector: A vehicle routing perspective. Cochran JJ, ed. Wiley Encyclopedia of Operations Research and Management Science (John Wiley & Sons, Hoboken, NJ).Google Scholar
  • Balcik B, Beamon BM, Krejci CC, Muramatsu KM, Ramirez M (2010b) Coordination in humanitarian relief chains: Practices, challenges and opportunities. Internat. J. Production Econom. 126(1):22–34.CrossrefGoogle Scholar
  • Bhattacharya S, Hasija S, Van Wassenhove LN (2014) Designing efficient infrastructural investment and asset transfer mechanisms in humanitarian supply chains. Production Oper. Management 23(9):1511–1521.CrossrefGoogle Scholar
  • Beamon BM, Balcik B (2008) Performance measurement in humanitarian relief chains. Internat. J. Public Sector Management 21(1):4–25.CrossrefGoogle Scholar
  • Beamon BM, Kotleba SS (2006) Inventory modelling for complex emergencies in humanitarian relief operations. Internat. J. Logist. Res. Appl. 9(1):1–18.CrossrefGoogle Scholar
  • Berenguer G (2016) Modeling approaches and metrics to evaluate nonprofit operations. Zobel CW, Altay N, Haselkorn MP, eds. Advances in Managing Humanitarian Operations (Springer, Cham, Switzerland), 9–32.CrossrefGoogle Scholar
  • Berenguer G, Iyer A, Yadav P (2016) Disentangling the efficiency drivers in country-level global health programs: An empirical study. J. Oper. Management 45:30–43.CrossrefGoogle Scholar
  • Berenguer G, Feng Q, Shanthikumar JG, Xu L (2017a) The effects of subsidies on increasing consumption through for-profit and not-for-profit newsvendors. Production Oper. Management 26(6):1191–1206.CrossrefGoogle Scholar
  • Berenguer G, Keskinocak P, Shanthikumar JG, Swaminathan J, Van Wassenhove LN (2017b) A prologue to the special issue on not-for-profit operations management. Production Oper. Management 26(6):973–975.CrossrefGoogle Scholar
  • Bertsimas D, Farias VF, Trichakis N (2011) The price of fairness. Oper. Res. 59(1):17–21.LinkGoogle Scholar
  • Besiou M, Pedraza-Martinez AJ, Van Wassenhove LN (2014) Vehicle supply chains in humanitarian operations: Decentralization, operational mix and earmarked funding. Production Oper. Management 23(1):1950–1965.CrossrefGoogle Scholar
  • Bigsten A (2006) Donor coordination and the uses of aid. Working paper, Göteborg University, Göteborg, Sweden.Google Scholar
  • Bilodeau M, Steinberg R (2006) Donative nonprofit organizations. Kolm S-C, Ythier JM, eds. Handbook of the Economics of Giving, Altruism and Reciprocity, vol. 2 (North-Holland, Amsterdam), 1271–1333.Google Scholar
  • Bradley B, Jansen P, Silverman L (2003) The nonprofit sector’s $100 billion opportunity. Harvard Bus. Rev. 81(5):94–103.Google Scholar
  • Bravata DM, Zaric GS, Holty JEC, Brandeau ML, Wilhelm ER, McDonald KM, Owens DK (2006) Reducing mortality from anthrax bioterrorism: Strategies for stockpiling and dispensing medical and pharmaceutical supplies. Biosecurity Bioterrorism 4(3):244–262.CrossrefGoogle Scholar
  • Cachon GP, Lariviere MA (1999) Capacity choice and allocation: Strategic behavior and supply chain performance. Management Sci. 45(8):1091–1108.LinkGoogle Scholar
  • CARE (2016) Our partners are leaders. Accessed March 1, 2018, http://www.care.org/about/partnerships/corporate-partners/our-partners.Google Scholar
  • Chestnut J, Ahn H-S, Anupindi R (2016) Giving it away to increase profits: Price discrimination and the effect of free goods. Presentation, 2016 POMS Conference, May 6, Production and Operations Management Society, Orlando.Google Scholar
  • Das TK, Savachkin AA, Zhu Y (2008) A large-scale simulation model of pandemic influenza outbreaks for development of dynamic mitigation strategies. IIE Trans. 40(9):893–905.CrossrefGoogle Scholar
  • Daskin M (2011) Service Science (John Wiley & Sons, Hoboken, NJ).Google Scholar
  • Davis LB, Jiang SX, Morgan S, Nuamah I, Terry JR (2016) Analysis and prediction of food donation behavior for a domestic hunger relief organization. Internat. J. Production Econom. 182(December):26–37.CrossrefGoogle Scholar
  • Dees JG, Emerson J, Economy P (2001) Enterprising Nonprofits: A Toolkit for Social Entrepreneurs (John Wiley & Sons, New York).Google Scholar
  • DeHoog RH (1984) Contracting Out for Human Services: Economic, Political, and Organizational Perspectives (State University of New York Press, Albany).Google Scholar
  • de la Torre LE, Dolinskaya IS, Smilowitz KR (2012) Disaster relief routing: Integrating research and practice. Socio-Econom. Planning Sci. 46(1):88–97.CrossrefGoogle Scholar
  • Devalkar SK, Sohoni MG, Arora P (2017) Ex-post funding: How should a resource-constrained non-profit organization allocate its funds? Production Oper. Management 26(6):1035–1055.CrossrefGoogle Scholar
  • Devalkar SK, Sohoni MG, Sharma N (2016) Payment for results: Funding non-profit operations. Working paper, Indian School of Business, Hyderabad.Google Scholar
  • de Véricourt F, Lobo MS (2009) Resource and revenue management in nonprofit operations. Oper. Res. 57(5):1114–1128.LinkGoogle Scholar
  • Dolinskaya IS, Shi ZE, Smilowitz KR, Ross M (2011) Decentralized approaches to logistics coordination in humanitarian relief. Doolen T, Van Aken E, eds. Proc. 2011 Indust. Engrg. Res. Conf. (Institute of Industrial Engineers, Peachtree Corners, GA).Google Scholar
  • Duran S, Gutierrez MA, Keskinocak P (2011) Pre-positioning of emergency items for CARE International. Interfaces 41(3):223–237.LinkGoogle Scholar
  • Durango-Cohen EJ, Torres EL, Cohen PL (2013) Donor segmentation: When summary statistics do not tell the whole story. J. Interactive Marketing 27(3):172–184.CrossrefGoogle Scholar
  • Engers M, McManus B (2007) Charity auctions. Internat. Econom. Rev. 48(3):953–994.CrossrefGoogle Scholar
  • Ergun O, Gui L, Heier Stamm JL, Keskinocak P, Swann J (2014) Improving humanitarian operations through technology-enabled collaboration. Production Oper. Management 23(6):1002–1014.CrossrefGoogle Scholar
  • Ergun O, Karakus G, Keskinocak P, Swann J, Villarreal M (2010) Operations research to improve disaster supply chain management. Cochran JJ, Cox Jr LA, Keskinocak P, Kharoufeh JP, Smith JC, eds. Wiley Encyclopedia of Operations Research and Management Science (John Wiley & Sons, Hoboken, NJ).Google Scholar
  • Euske KJ (2003) Public, private, not-for-profit: Everybody is unique? Measuring Bus. Excellence 7(4):5–11.CrossrefGoogle Scholar
  • Fama EF, Jensen MC (1985) Organizational forms and investment decisions. J. Financial Econom. 14(1):101–119.CrossrefGoogle Scholar
  • Feng Q, Shanthikumar JG (2017) Not-for-profit operations management. Gupta S, Starr M, eds. The Routledge Companion for Production and Operations Management (Routledge, New York), 510–526.Google Scholar
  • Fleßa S (2003) Decision support for AIDS control programmes in Eastern Africa. OR Spectrum 25(2):265–291.CrossrefGoogle Scholar
  • Gale D, Shapley LS (1962) College admissions and the stability of marriage. Amer. Math. Monthly 69(1):9–15.CrossrefGoogle Scholar
  • Gallien J, Rashkova I, Atun R, Yadav P (2017) National drug stockout risks and global fund disbursement process for procurement. Production Oper. Management 26(6):997–1014.Google Scholar
  • Grønbjerg KA (1993) Understanding Nonprofit Funding: Managing Revenues in Social Service and Community Development Organizations (Jossey-Bass, San Francisco).Google Scholar
  • Gulrajani N (2016) Bilateral versus multilateral aid channels. Strategic choices for donors. Report, Overseas Development Institute, London.Google Scholar
  • Gumport PJ, Snydman SK (2006) Higher education: Evolving forms and emerging markets. Powell W, Steinberg R, eds. The Nonprofit Sector: A Research Handbook, 2nd ed. (Yale University Press, New Haven, CT), 462–484.Google Scholar
  • Hansmann HB (1980) The role of nonprofit enterprise. Yale Law J. 89(5):835–901.CrossrefGoogle Scholar
  • Hellenius R, Rudbeck S (2003) In-kind donations for nonprofits. McKinsey Quart. 4(1):23–27.Google Scholar
  • Hull CE, Lio BH (2006) Innovation in non-profit and for-profit organizations: Visionary, strategic, and financial considerations. J. Change Management 6(1):53–65.CrossrefGoogle Scholar
  • Jack EP, Powers TL (2004) Volume flexible strategies in health services: A research framework. Production Oper. Management 13(3):230–244.CrossrefGoogle Scholar
  • James E, Rose-Ackerman S (1986) The Nonprofit Enterprise in Market Economics (Harwood Academic Publishers, London).Google Scholar
  • Johnson MP, ed. (2011) Community-Based Operations Research: Decision Modeling for Local Impact and Diverse Populations (Springer, New York).Google Scholar
  • Johnson MP, Smilowitz K (2007) Community-based operations research. Klastorin T, ed. OR Tools and Applications: Glimpses of Future Technologies, INFORMS Tutorials in Operations Research (INFORMS, Hanover, MD), 102–123.LinkGoogle Scholar
  • Kaplan RS (2001) Strategic performance measurement and management in nonprofit organizations. Nonprofit Management Leadership 11(3):353–370.CrossrefGoogle Scholar
  • Kim S, Karlesky MJ, Myers CG, Schifeling T (2016) Why companies are becoming B corporations. Harvard Bus. Rev. (June 17), https://hbr.org/2016/06/why-companies-are-becoming-b-corporations.Google Scholar
  • Knack S, Rahman A (2007) Donor fragmentation and bureaucratic quality in aid recipients. J. Development Econom. 83(1):176–197.CrossrefGoogle Scholar
  • Kovács G, Spens KM (2007) Humanitarian logistics in disaster relief operations. Internat. J. Physical Distribution Logist. Management 37(2):99–114.CrossrefGoogle Scholar
  • Kraiselburd S, Yadav P (2012) Supply chains and global health: An imperative for bringing operations management scholarship into action. Production Oper. Management 22(2):377–381.CrossrefGoogle Scholar
  • Leventhal GS (1980) What should be done with equity theory? New approaches to the study of fairness in social relationships. Gergen KJ, Greenberg MS, Willis RH, eds. Social Exchange (Springer, Boston), 27–55.CrossrefGoogle Scholar
  • Levine R, Pickett J, Sekhri N, Yadav P (2008) Demand forecasting for essential medical technologies. Amer. J. Law Medicine 34(2–3):269–297.CrossrefGoogle Scholar
  • Lewis D (2001) The Management of Non-Governmental Development Organizations: An Introduction (Routledge, London).Google Scholar
  • Lien R, Iravani SMR, Smilowitz KR (2014) Sequential resource allocation for nonprofit operations. Oper. Res. 62(2):301–317.LinkGoogle Scholar
  • McCardle KF, Rajaram K, Tang CS (2009) A decision analysis tool for evaluating fundraising tiers. Decision Anal. 6(1):4–13.LinkGoogle Scholar
  • McCoy JH, Brandeau ML (2011) Efficient stockpiling and shipping policies for humanitarian relief: UNHCR’s inventory challenge. OR Spectrum 33(3):1–26.CrossrefGoogle Scholar
  • McCoy JH, Lee HL (2014) Using fairness models to improve equity in health delivery fleet management. Production Oper. Management 23(6):965–977.CrossrefGoogle Scholar
  • Mirvis PH, Hackett EJ (1983) Work and work force characteristics in the nonprofit sector. Monthly Labor Rev. 106(4):3–12.Google Scholar
  • Nagurney A, Yu M, Qiang W (2009) Supply chain network design for critical needs with outsourcing. Papers Regional Sci. 90(1):123–142.CrossrefGoogle Scholar
  • Natarajan KV, Swaminathan JM (2014) Inventory management in humanitarian operations: Impact of amount, schedule, and uncertainty in funding. Manufacturing Service Oper. Management 16(4):595–603.LinkGoogle Scholar
  • Netzer O, Lattin J, Srinivasan V (2008) A hidden Markov model of customer relationship dynamics. Marketing Sci. 27(2):185–204.LinkGoogle Scholar
  • Nonprofit HR (2016) 2016 nonprofit employment practices survey results. Report, Nonprofit HR, Washington, DC.Google Scholar
  • Nonprofit Leadership Alliance (2018) Cost of employee turnover. Accessed March 1, 2018, https://www.nonprofitleadershipalliance.org/cost-of-employee-turnover/.Google Scholar
  • Oloruntoba R, Gray R (2006) Humanitarian aid: An agile supply chain? Supply Chain Management 11(2):115–120.CrossrefGoogle Scholar
  • O’Regan KM, Oster S (2000) Nonprofit and for profit partnerships: Rationale and challenges of cross-sector contracting. Nonprofit Voluntary Sector Quart. 29(1):120–140.CrossrefGoogle Scholar
  • Oster SM (1995) Strategic Management for Nonprofit Organizations: Theory and Cases (Oxford University Press, New York).Google Scholar
  • Oster SM (1996) Nonprofit organizations and their local affiliates: A study in organizational forms. J. Econom. Behav. Organ. 30(1):83–95.CrossrefGoogle Scholar
  • Parry R, Mingers J (1991) Community operational research: Its context and its future. Omega 19(6):577–586.CrossrefGoogle Scholar
  • Pedraza-Martinez AJ, Stapleton O, Van Wassenhove LN (2011) Field vehicle fleet management in humanitarian operations: A case-based approach. J. Oper. Management 29(5):404–421.CrossrefGoogle Scholar
  • Pierskalla W (2005) Supply chain management of blood banks. Oper. Res. Healthcare 70(2):103–145.CrossrefGoogle Scholar
  • Pollock SM, Rothkopf MH, Barnett A (1994) Operations Research and the Public Sector (North-Holland, Amsterdam).CrossrefGoogle Scholar
  • Privett NA (2012) Operations management in community-based nonprofit organizations. Johnson MP, ed. Community-Based Operations Research: Decision Modeling for Local Impact and Diverse Populations (Springer, New York), 67–95.CrossrefGoogle Scholar
  • Privett N, Erhun F (2011) Efficient funding: Auditing in the nonprofit sector. Manufacturing Service Oper. Management 13(4):471–488.LinkGoogle Scholar
  • Ritchie RJB, Weinberg CB (2000) A typology of nonprofit competition: Insights for social marketers. Soc. Marketing Quart. 6(3):64–71.CrossrefGoogle Scholar
  • Rose-Ackerman S (1986) The Economics of Nonprofit Institutions: Studies in Structure and Policy (Oxford University Press, New York).Google Scholar
  • Sahley C (1995) Strengthening the Capacity of NGOs: Cases of Small Enterprise Development Agencies in Africa (INTRAC, Oxford, UK).Google Scholar
  • Salamon LM (1987) Partners in public service: The scope and theory of government-nonprofit relations. Powell W, ed. The Nonprofit Sector: A Research Handbook (Yale University Press, New Haven, CT), 99–117.Google Scholar
  • Salamon LM, Wojciech Sokolowski S, Haddock M, Tice HS (2013) The state of global civil society and volunteering: Latest findings from the implementation of the UN Nonprofit Handbook. Working Paper 49, Johns Hopkins Center for Civil Society Studies, Baltimore.Google Scholar
  • Samii B, Pibernik R, Yadav P, Vereecke A (2012) Reservation and allocation policies for influenza vaccines. Eur. J. Oper. Res. 222(3):495–507.CrossrefGoogle Scholar
  • Savas ES (1978) On equity in providing public services. Management Sci. 24(8):800–808.LinkGoogle Scholar
  • Schiffling S, Piecyk M (2014) Performance measurement in humanitarian logistics: A customer-oriented approach. J. Humanitarian Logistics Supply Chain Management 4(2):198–221.CrossrefGoogle Scholar
  • Schram A, Onderstal S (2009) Bidding to give: An experimental comparison of auctions for charity. Internat. Econom. Rev. 50(2):431–457.CrossrefGoogle Scholar
  • Segal L, Weisbrod B (1998) Interdependence of commercial and donative revenues. Weisbrod BA, ed. To Profit or Not to Profit: The Commercial Transformation of the Nonprofit Sector (Cambridge University Press, Cambridge, UK), 105–127.CrossrefGoogle Scholar
  • Sinuany-Stern Z, Sherman HD (2014) Operations research in the public sector and nonprofit organizations. Ann. Oper. Res. 221(1):1–8.CrossrefGoogle Scholar
  • Sönmez E, Lee D, Gomez MI, Fan X (2016) Improving food bank gleaning operations: An application in New York State. Amer. J. Agricultural Econom. 98(2):549–563.CrossrefGoogle Scholar
  • Sowa JE (2009) The collaboration decision in nonprofit organizations: Views from the front line. Nonprofit Voluntary Sector Quart. 38(6):1003–1025.CrossrefGoogle Scholar
  • Sphere Association (2018) The Sphere handbook. Accessed January 29, 2019, https://www.spherestandards.org/handbook-2018/.Google Scholar
  • Stapleton O, Van Wassenhove LN, Tomasini R (2010) The challenges of matching corporate donations to humanitarian needs and the role of brokers. Supply Chain Forum 11(3):42–53.CrossrefGoogle Scholar
  • Steinberg R (2006) Economic theories of nonprofit organizations. Powell W, Steinberg R, eds. The Nonprofit Sector: A Research Handbook, 2nd ed.(Yale University Press, New Haven, CT), 117–139.Google Scholar
  • Steinberg R, Weisbrod BA (1986) Pricing and rationing by nonprofit organizations with distributional objectives. Weisbrod BA, ed. To Profit or Not to Profit: The Commercial Transformation of the Nonprofit Sector (Cambridge University Press, Cambridge, UK), 64–82.Google Scholar
  • Swaminathan JM (2003) Decision support for allocating scarce drugs. Interfaces 33(2):1–11.LinkGoogle Scholar
  • Thomas AS, Kopczak LR (2005) From logistics to supply chain management: The path forward in the humanitarian sector. Report, Fritz Institute, San Francisco.Google Scholar
  • Tomasini R, Van Wassenhove LN (2009) Humanitarian Logistics (Palgrave Macmillan, Basingstoke, UK).CrossrefGoogle Scholar
  • Topkis DM (1968) Optimal ordering and rationing policies in a non-stationary dynamic inventory model with n-demand classes. Management Sci. 15(3):160–176.LinkGoogle Scholar
  • Tortora P, Steensen S (2014) Making earmarked funding more effective: Current practices and a way forward. Better Policies for Better Lives Report 1, Organisation for Economic Co-operation and Development, Paris.Google Scholar
  • Toyasaki F, Wakolbinger T (2014) Impacts of earmarked private donations for disaster fundraising. Ann. Oper. Res. 221(1):427–447.CrossrefGoogle Scholar
  • Tuckman HP (1998) Competition, commercialization, and the evolution of nonprofit organizational structures. Weisbrod BA, ed. To Profit or Not to Profit: The Commercial Transformation of the Nonprofit Sector (Cambridge University Press, Cambridge, UK), 105–127.CrossrefGoogle Scholar
  • Ülkü MA, Bell KM, Gray-Wilson S (2015) Modeling the impact of donor behavior on humanitarian aid operations. Ann. Oper. Res. 230(1):153–168.CrossrefGoogle Scholar
  • van der Laan E, van Dalen J, Rohrmoser M, Simpson R (2016) Demand forecasting and order planning for humanitarian logistics: An empirical assessment. J. Oper. Management 45(July):114–122.CrossrefGoogle Scholar
  • Van Wassenhove LN (2005) Humanitarian aid logistics: Supply chain management in high gear. J. Oper. Res. Soc. 57(5):475–489.CrossrefGoogle Scholar
  • Wedig GJ (1994) Risk, leverage, donations and dividends-in-kind: A theory of nonprofit financial behavior. Internat. Rev. Econom. Finance 3(3):257–278.CrossrefGoogle Scholar
  • Weinbaum D (2016) Nepal earthquake relief by the numbers. Accessed March 1, 2018, http://www.hearttoheart.org/nepal-earthquake-relief-by-the-numbers/.Google Scholar
  • Weisbrod BA (1977) The Voluntary Nonprofit Sector: An Economic Analysis (Lexington Books, Lexington, MA).Google Scholar
  • Weisbrod BA (1988) The Nonprofit Economy (Harvard University Press, Cambridge, MA).CrossrefGoogle Scholar
  • Wolf T (1999) Managing a Nonprofit Organization in the Twenty-First Century (Simon & Schuster, New York).Google Scholar
  • Zenios SA, Chertow GM, Wein LM (2000) Dynamic allocation of kidneys to candidates on the transplant waiting list. Oper. Res. 48(4):549–569.LinkGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.