Bridging the Gap: Development of the Entrepreneurial Philanthropy Alignment Model

Jos Rath,Theo Schuyt

doi:10.5539/ijms.v9n2p1

Abstract

Partnerships are increasingly considered to have the potential to address societal problems that one single actor cannot solve. This paper rationalises the development of partnerships between entrepreneurs and non-profit organisations by the effects of its alignment. In organisations, the process of alignment focuses on the activities that management perform to achieve cohesive goals (e.g., finance, marketing, sales, human resources). Whereas in an entrepreneurial philanthropy partnership, the stage of alignment maturity addresses both how the opted societal change is in harmony with the entrepreneurial approach and how this approach can be in harmony with societal change. This approach is deemed crucial in understanding how the two partners can translate their views on leadership, strategy, and culture into opportunities that enhance their impact. Theoretical researches have provided foundations for identifying dimensions of the conceptual Entrepreneurial Philanthropy Alignment Model (EPAM) that might strengthen the impact of a partnership between an entrepreneur and a non-profit organisation.

Highlights

The importance of the concept of alignment has been acknowledged and documented since the late 1970’s (McLean & Soden, 1977)
Whereas in an entrepreneurial philanthropy partnership, the stage of alignment maturity addresses both how the opted societal change is in harmony with the entrepreneurial approach and how this approach can be in harmony with societal change
This study has indicated leadership is connecting the domains strategy and culture to accomplish alignmentin the partnership between an entrepreneur and a non-profit, which may create a roadmap how to achieve the desired societal change by maximising alignment enablers and minimising inhibitors

Summary

Introduction

The importance of the concept of alignment has been acknowledged and documented since the late 1970’s (McLean & Soden, 1977) Over time, such focus has grown in importance as companies strive to link the continuously evolving technologies and businesses in light of dynamic organisational strategies (Luftman, 1996). Alignment is expected to require planning, a willingness to reassess and make adjustments regularly, and a workforce that feels involved and responsible for the partnership achieving its goals. These outcomes can be the result of an intense partnership dialogue, or sometimes more the result of joint skills, visions, and gains. The findings of the present research may help the partners to remove barriers impeding cooperation, and thereby increases the performance of individuals, processes, and the partnership organisation as a whole to create a greater philanthropic impact

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Conclusion