Outing the Silent Partner: Espousing the Economic Values that Operate in Not-For-Profit Organizations
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
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Journal of Business Ethics 118 (1):215-225 (2013)
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
|Keywords||Value pluralism Aged care Not-for-profit|
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References found in this work BETA
John Rawls (1971). A Theory of Justice. Harvard University Press.
Christine Swanton (2003). Virtue Ethics: A Pluralistic View. Clarendon Press.
Elinor Mason, Value Pluralism. Stanford Encyclopedia of Philosophy.
Kaushik Sridhar (2011). A Multi-Dimensional Criticism of the Triple Bottom Line Reporting Approach. International Journal of Business Governance and Ethics 6 (1):49-67.
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