Nonprofit Competition in the Socio-Political

DomainWilliam Brown

Texas A&M University

Outline Defining the Operational Context Perspectives on the “problem” Performance Objectives Opportunities for Cooperation &

Competition Drivers

• Awareness, Motivation, Capability• Frames of Engagement - We vs. Me• Five Forces

Predictions on Organizational behavior

Defining Operational Context  Social PoliticalExample activities Community building,

public educationAdvocacy and lobbying

Beneficiary engagement

Direct & indirect Indirect

Target Individual & group Political or economic entities

Nature of transformation

Information & Relationship

Advocacy methods

Output Number engaged Number of issues addressed

Public Benefit Outcomes

Social capital and norms

Influence social structures

Institutional Outcomes

Legitimacy & Relationship Strength

Preferential treatment

Defining “Problems” Worldview

• Definitions of the social problem• Definitions of the desired outcome

Performance Objectives Public Benefits

• Social capital among stakeholders• Social norms align with worldview• Influence social structures

Institutional Benefits• Legitimacy of organization • Relationship strength with organization • Preferential treatment

Opportunities for Cooperation & Competition

Worldview• Problem definition

Public Benefit Outcomes Common beneficiaries Common targets of activity Tactical activities relate Institutional Benefits relate

Drivers of Inter-organizational Interactions

Awareness• Who else is operating in similar space?

Motivation• What do we hope to accomplish in this

domain? Capacity

• What limitations do we confront, what assets to we control?

Frames on Competition & Cooperation

Competitive Frame Cooperative FrameResource StrivingDesire for material goods and resources

Reciprocation NeedReturn to others, fairness

Status SeekingStatus, legitimacy as end in self

Group IdentityDesire to belong, give advantage to those in the group

Loch, C. H. Galunic, D.C. & Schneider, S. (2006). Balancing cooperation and competition in human groups: the role of emotional algorithms and evolution. Managerial and Decision Economics 27(2-3): 217-233

Five Forces Barriers to Entry Threats of Substitutes Bargaining power of “buyer” – Target Bargaining power of supplies Rivalry among existing Players

Propositions on Organizational Behavior

Competition and/or cooperation is driven by awareness of organizations operating in a similar operational space

Similarity of operational space is defined by • Common beneficiaries• Common targets of organizational activity• Tactics utilized are related or redundant

(substitutable)• Common Public benefit outcomes

This is likely to inspire competition when:

There are different perspectives on the social problems• Cause, prevalence, etc.

There are contradictory public benefit outcomes

When definitions to operational space and social issue are central to the identity of the organization

Organizational benefits are salient Organizational capacity facilitates

independent action

This is likely to inspire cooperation when:

There are common perspectives on the cause of social problems

There are common public benefit outcomes When definitions of operational space and social

issue are not central to the identity of the organization

There is a interpersonal relationship among key players

There is a perceived common bond among actors

Organizational benefits are minimized Organizational capacity is constrained

Other influences Strong identity or reputation of

organizational actor • Barrier for others to engage in a

competitive nature Alliance of beneficiaries to

organizational actor (switching)• Strong alliance increases cost

Tactical methods have significant cost (Social capital)