The experiences of two Australian non-profit member-benefit associations as they attempt to develop strategic plans are explored, with emphasis on the influence of the many stakeholders in this process. We conclude that corporate strategic planning is a complex, conflict-ridden, and largely unsuccessful process in non-profit member-benefit associations because of the number and commitment of stakeholders. Therefore we suggest that future research should focus on clarifying whether such corporate management techniques are actually appropriate for all non-profit organisations, and, if they are, how non-profit organisations can best manage the process, taking into account the values and needs of stakeholders.
Field of Research
150312 Organisational Planning and Management
Socio Economic Objective
970115 Expanding Knowledge in Commerce, Management, Tourism and Services