Risky Business [antikvár]

risky business Sodal Change Hybiids 10 1.1 Introduction The past two decades have witnessed a blurring in the traditional lines between the for-profit and nonprofit sectors. For-profit firms are increasingly entering areas that have historically been identified more with nonprofit or governmental organizations, such as health, social services, and international development. Conversely, in a simultaneous effort to develop greater financial independence and advance their valuable social missions, many nonprofit civil society organizations (CSOs)' from around the world and across various fields have grown more market sawy and are attempting to generate their own sources of income. Whether motivated by social goals, such as providing employment opportunities for their beneficiaries, or by the financial necessity to generate resources when donor support is lacking, nonprofits are evolving into hybrid organizations that merge the philosophies and practices of mission and market. Revenue-generating "self-financing" or "social enterprise" activities have produced notable successes, not only financially but also socially and organizationally, for many CSOs.' Yet these activities have also raised both difficult ethical questions and additional practical challenges for organizations already operating under trying circumstances. The research presented in risky business provides an initial framework for assessing the various organizational impacts of CSO self-financing activities from several key perspectives. Specifically, risky business draws upon the experiences of 45 social-change CSOs conducting self-financing activities in 15 countries to examine the multiple trade-offs that nonprofit organizations confront when they attempt to generate their own sources of income.