Nonprofit Competition in the Socio-Political Domain

1. Nonprofit Competition in the Socio-Political Domain William Brown Texas A&M University

2. 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

3. Defining Operational Context

4. Defining “Problems” • Worldview • Definitions of the social problem • Definitions of the desired outcome

5. 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

6. Opportunities for Cooperation & Competition • Worldview • Problem definition • Public Benefit Outcomes • Common beneficiaries • Common targets of activity • Tactical activities relate • Institutional Benefits relate

7. 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?

8. Frames on Competition & Cooperation 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

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

10. 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

11. 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

12. 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

13. 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)