Abstract
Nongovernmental development organizations (NGDOs) have traditionally enjoyed notable recognition and visibility within the field of nonprofit organizations. However, the situation of this sector is problematic in its need to respond to various threats whether programmatic, financial, or of social legitimacy. This study poses as a hypothesis that market orientation, as a management philosophy which many NGDOs could adopt, may be fundamental for them to deal successfully with the challenges they face. An analysis of the literature on market orientation in the nonprofit sector showed that the existing models of market orientation did not adequately capture NGDOs’ real working context, thus recommending a broader market approach based on proposals oriented to the stakeholder and to social aspects. For this reason, the objective of the study was to create a scale of market orientation adapted to the reality of the work of NGDOs. Analysis of a sample of 104 Spanish entities allowed an eight-factor market orientation scale for NGDOs to be created and validated, which reached optimal values of reliability and validity.
Highlights
After more than four decades of cooperation among countries to eradicate poverty in the world, the beginning of the 21st century brought the biggest global agreement of cooperation for development reached until : the approval in the United Nations of the Millennium Development Goals (MDGs) for the period 2000–2015
Starting from thethe specific problems andand particularities of Nongovernmental development organizations (NGDOs), and and fromfrom an approach basedbased on Starting from specific problems particularities of NGDOs, an approach a social orientation to the market—which we consider most appropriate for this typefor of entity—the on a social orientation to the market—which we the consider the most appropriate this type of objective of the present work is to construct a scale tailored to market orientation and adapted to entity—the objective of the present work is to construct a scale tailored to market orientation and the reality of
NGDOs are facing a moment of transcendental change so as to adapt to the role they will have to play in the 2030 Agenda, a role which is yet to be concretely defined but which already raises important questions about their geographical areas of action, the principles and causes they are to defend, their target audiences, and the instruments they will use in interventions
Summary
After more than four decades of cooperation among countries to eradicate poverty in the world, the beginning of the 21st century brought the biggest global agreement of cooperation for development reached until : the approval in the United Nations of the Millennium Development Goals (MDGs) for the period 2000–2015. In 2012, the lessons learnt allowed a planning space to be opened for the period that culminated in the approval in September 2015 of the 2030 Agenda for Sustainable Development. The Sustainable Development Goals (SDGs) that currently guide and serve as a reference for the public and private actors in the field of development cooperation are taken from this Agenda. Nongovernmental development organizations (NGDOs) are undoubtedly one of the actors who, according to the 2030 Agenda, need to adapt their roles and areas of work to the new context. NGDOs are a specific type of nonprofit organization (NPO), characterized and differentiated from other NPOs
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