One of the current key challenges for nonprofit social service organisations is how to diversify resource mobilisation practices in order to build sustainable organisations that can innovatively achieve social mission. Two approaches to resource mobilisation that are promoted within Australia are social enterprise and partnering with business. Both of these approaches involve a re-orientation toward business, either in management practices or through an enduring relationship. Despite an increased interest in business-focused resource mobilisation strategies there are few successful examples of social enterprise and partnering with business emerging across the nonprofit sector. There is also scant empirically based research to understand what it takes to adopt these practices, what the consequences of adoption might be and how governments, nonprofits and business stakeholders might support their emergence. This research aims to build an evidence base to provide greater understanding of these issues. The thesis analyses data from fourteen organisational case studies of nonprofit social service organisations located across Australia. Seven of these organisations were selected because they had adopted an enterprising form of resource mobilisation and had been recognised for their achievements in this area. The other seven organisations matched these adopters in terms of mission, location, size and stage of organisational development, though had less diversified resource streams and had not attempted or successfully managed to develop a social enterprise or business partnership. Case-orientated research and qualitative comparative analysis was used in order to achieve causal complexity and a 'configurational' view of the cases (Ragin 1999). The thesis details the conditions that are both necessary and sufficient for business-focused resource mobilisation .processes to be adopted. Organisational capacity and self-efficacy are critical conditions that open up resource innovation possibilities; there is a range of other sufficient conditions that work in combination with these. There are value and ideological challenges to be negotiated by nonprofit social service organisations as they are called upon, both internally and from without, to reinvent the means with which they achieving organisational sustainability. This tension creates the need for new thinking atthe level of policy and practice - across all sectors - in order that these critical organisations that bear responsibility for the social good can successful organise within the contemporary context.

One of the current key challenges for nonprofit social service organisations is how to diversify resource mobilisation practices in order to build sustainable organisations that can innovatively achieve social mission. Two approaches to resource mobilisation that are promoted within Australia are social enterprise and partnering with business. Both of these approaches involve a re-orientation toward business, either in management practices or through an enduring relationship. Despite an increased interest in business-focused resource mobilisation strategies there are few successful examples of social enterprise and partnering with business emerging across the nonprofit sector. There is also scant empirically based research to understand what it takes to adopt these practices, what the consequences of adoption might be and how governments, nonprofits and business stakeholders might support their emergence. This research aims to build an evidence base to provide greater understanding of these issues. The thesis analyses data from fourteen organisational case studies of nonprofit social service organisations located across Australia. Seven of these organisations were selected because they had adopted an enterprising form of resource mobilisation and had been recognised for their achievements in this area. The other seven organisations matched these adopters in terms of mission, location, size and stage of organisational development, though had less diversified resource streams and had not attempted or successfully managed to develop a social enterprise or business partnership. Case-orientated research and qualitative comparative analysis was used in order to achieve causal complexity and a 'configurational' view of the cases (Ragin 1999). The thesis details the conditions that are both necessary and sufficient for business-focused resource mobilisation .processes to be adopted. Organisational capacity and self-efficacy are critical conditions that open up resource innovation possibilities; there is a range of other sufficient conditions that work in combination with these. There are value and ideological challenges to be negotiated by nonprofit social service organisations as they are called upon, both internally and from without, to reinvent the means with which they achieving organisational sustainability. This tension creates the need for new thinking atthe level of policy and practice - across all sectors - in order that these critical organisations that bear responsibility for the social good can successful organise within the contemporary context.

One of the current key challenges for nonprofit social service organisations is how to diversify resource mobilisation practices in order to build sustainable organisations that can innovatively achieve social mission. Two approaches to resource mobilisation that are promoted within Australia are social enterprise and partnering with business. Both of these approaches involve a re-orientation toward business, either in management practices or through an enduring relationship. Despite an increased interest in business-focused resource mobilisation strategies there are few successful examples of social enterprise and partnering with business emerging across the nonprofit sector. There is also scant empirically based research to understand what it takes to adopt these practices, what the consequences of adoption might be and how governments, nonprofits and business stakeholders might support their emergence. This research aims to build an evidence base to provide greater understanding of these issues. The thesis analyses data from fourteen organisational case studies of nonprofit social service organisations located across Australia. Seven of these organisations were selected because they had adopted an enterprising form of resource mobilisation and had been recognised for their achievements in this area. The other seven organisations matched these adopters in terms of mission, location, size and stage of organisational development, though had less diversified resource streams and had not attempted or successfully managed to develop a social enterprise or business partnership. Case-orientated research and qualitative comparative analysis was used in order to achieve causal complexity and a 'configurational' view of the cases (Ragin 1999). The thesis details the conditions that are both necessary and sufficient for business-focused resource mobilisation .processes to be adopted. Organisational capacity and self-efficacy are critical conditions that open up resource innovation possibilities; there is a range of other sufficient conditions that work in combination with these. There are value and ideological challenges to be negotiated by nonprofit social service organisations as they are called upon, both internally and from without, to reinvent the means with which they achieving organisational sustainability. This tension creates the need for new thinking atthe level of policy and practice - across all sectors - in order that these critical organisations that bear responsibility for the social good can successful organise within the contemporary context.

The introduction of anti-retroviral treatment has shifted the management of Human Immunodeficiency Virus (HIV) infection from acute palliative care to chronic supportive care. This shift has highlighted the need for rehabilitation care for people living with HIV (PLWH) or Acquired Immunodeficiency Syndrome (AIDS) and the potential role of occupational therapy (OT). Role-emerging placements are now a popular way to promote the potential role of OT in different emerging areas. Recognizing the importance of OT for PLWH has led to the possibility of promoting and integrating OT services in AIDS Service Organizations (ASOs) through role-emerging placements. Placements of five student occupational therapists (SOTs) took place in ASOs for an eight week of the period. This qualitative study investigated the benefits and challenges of role-emerging placements from the perspectives of students, ASO staff, an OT preceptor, and PLWH. Results highlighted the following benefits and challenges, Benefits: 1) reinforcing professional skills of SOTs, 2) developing competencies of SOTs to foster rehabilitation services for PLWH, 3) shining a light on OT‟s roles, 4) empowering ASO services, and 5) surprising role of OT, and Challenges: 1) challenge of starting from grounding work, and 2) challenge of building relationships. This study demonstrated the value that role emerging placements have in introducing the role of OT in a new area and practice, and in increasing competencies of the learners. Recommendations for future placements in ASOs are provided / Thesis / Master of Science Rehabilitation Science (MSc)

<p><strong>Background:</strong> In the beginning of the 1960´s, pollution and immoral behaviour was common in the business world and as a reaction to this, an increased interest for socially beneficial activities occurred. Since then, large amount of literature and research has been conducted within the matter and the concept of corporate social responsibility (CSR) has developed. Today, stakeholder theory is a common aspect when discussing CSR and some researchers argue that the stakeholders influence to what extent an organization engages within socially responsible activities. Yet, there is still an inquiry to identify what social responsibility really is and to define it.</p><p><strong>Problem:</strong> Due to the augmented interest for CSR many large organizations engage in CSR activities. However, one industry where little research and literature has been conducted in the field of CSR is in the context of service organizations.</p><p><strong>Purpose:</strong> The purpose of this thesis is to analyze how Corporate Social Responsibility is defined and how it is exercised in the context of service organizations and also the importance of different stakeholders in this process.</p><p><strong>Method:</strong> In order to execute this, qualitative case study on a service organization was performed. This was executed because the nature of the purpose was explanatory and the intention was to gain a deeper knowledge about the concept of CSR within a service organization context. Nine interviewees with different stakeholders from one single organization were executed in order to fulfill the intended purpose.</p><p><strong>Conclusion:</strong> The definition of CSR is rather complicated in a service organization context. A strong correlation between position and knowledge about the concept was identified. Service organizations tend to engage in strategic CSR activities to a greater extent than pure altruistic. Moreover, several stakeholders seem to influence the process of CSR in a service organization. The demand from the shareholders is considered as vital in the aspect of social responsibility, as well as the demand from customers and employees.</p><p> </p>

Background: In the beginning of the 1960´s, pollution and immoral behaviour was common in the business world and as a reaction to this, an increased interest for socially beneficial activities occurred. Since then, large amount of literature and research has been conducted within the matter and the concept of corporate social responsibility (CSR) has developed. Today, stakeholder theory is a common aspect when discussing CSR and some researchers argue that the stakeholders influence to what extent an organization engages within socially responsible activities. Yet, there is still an inquiry to identify what social responsibility really is and to define it. Problem: Due to the augmented interest for CSR many large organizations engage in CSR activities. However, one industry where little research and literature has been conducted in the field of CSR is in the context of service organizations. Purpose: The purpose of this thesis is to analyze how Corporate Social Responsibility is defined and how it is exercised in the context of service organizations and also the importance of different stakeholders in this process. Method: In order to execute this, qualitative case study on a service organization was performed. This was executed because the nature of the purpose was explanatory and the intention was to gain a deeper knowledge about the concept of CSR within a service organization context. Nine interviewees with different stakeholders from one single organization were executed in order to fulfill the intended purpose. Conclusion: The definition of CSR is rather complicated in a service organization context. A strong correlation between position and knowledge about the concept was identified. Service organizations tend to engage in strategic CSR activities to a greater extent than pure altruistic. Moreover, several stakeholders seem to influence the process of CSR in a service organization. The demand from the shareholders is considered as vital in the aspect of social responsibility, as well as the demand from customers and employees.

Nowadays, organizations are facing more competitive environment under the impacts of globalization and technology. How to respond, forecast and keep their competitive advantage becomes very important and urgent for them to figure out. This impacts HR as well. As Wright & Snell pointed out HR faces three challenges now. The first challenge is value creation. In order to create value in global economy, ¡§HR executive must understand clearly the confluence of economic, social, and technological forces that drive industry competition¡¨ (Wright & Snell, 2005). The second challenge is value delivery. It becomes more urgent and vital for HR to demonstrate its tangible impacts by aligning with and driving the issues critical to business to deal with the pressing need (Wright & Snell, 2005). The third challenge is living value for HR profession. HR profession has to rediscover that they are not just order takers or implementers, but are guardians of organizations. Therefore, how to create more added-value becomes a very popular topic among HR filed especially for share-serviced organizations nowadays. Shared services is the idea that integrating resources in one place to reach economic of scale and serve to all countries of one region. This dissertation takes a qualitative approach to explore how shared-service organizations create their HR value by interviewing five muti-national organizations. The main argument of this dissertation is to discuss what happened on HR structure and role of Taiwan subsidiary after outsourcing the transactional part to create more value to organizations. There are three objectives in this dissertation. The first objective is the impacts on structure of Taiwan HR. The second objective is the impacts on Taiwan HR role and value creation. The final objective is delivery channel. Through interviewing shared-service organization, it enable us to have more understanding how they create their HR value and the impacts on HR structure and their roles in organizations.

The aim of this study is to create an increased understanding of shared leadership and how it takes shape in the relationship between first-line managers in human service organizations. Shared leadership is seen as a complement to the traditional one-man leadership and briefly means that two managers share the role that usually is held by a single leader. The study has a qualitative approach based on semi-structured interviews with managers in human service organizations. The interviews mention the mangers thoughts and experiences about shared leadership and gain approval in the hermeneutic science field. The study is analyzed based on symbolic interactionism where perspectives from the theoreticians Mead and Goffman are used. The relationship between the two managers is also analyzed using Foucault's meaning about the concept of power. The results show that shared leadership, on a voluntary basis, has great potential to create satisfaction, personal development, and provide higher quality of decision-making. Communication is seen in the result as one of the most important factors to a successful shared leadership. To share leadership implicate a requirement of clear power structures. The power structure lays groundwork for the shared leaderships success or failure.

This cross-sectional study of Portuguese service organizations seeks to determine the level of alignment of competitive methods with strategy typologies covered in the business literature. Surveyed firms were asked to indicate their level of utilization of several competitive methods. The results of factor analysis of the survey data indicate that 30 of the 33 competitive methods covered in this study represent seven underlying strategy dimensions. Further analysis revealed that there is some congruence between the derived strategy dimensions and established strategy typologies in the literature. Cluster analysis revealed that each of the responding firms could be classified into one of four hybrid or mixed strategy orientations. However, differences in strategy orientation were not statistically significant in explaining differences in the financial performance of these organizations. These findings are discussed in the light of their implications for strategy development, strategy choices and performance evaluation in the Portuguese service sector.

Purpose: As service organizations move toward the open system strategic customer orientation, they need to ensure consistency among competitive methods, performance measures and strategies utilized. This paper aims to examine the relationships among these important facets of today’s service organizations. The study at hand examines the relationship among competitive methods, implicit strategy and performance measures used by Portuguese service organizations. Design/methodology/approach: This research uses a survey-based methodology. Factor analysis, cluster analysis and regression analysis procedures are used to analyze the collected data from Portuguese service organizations. Findings: Based on the results of this study, it appears that some of the studied service organizations are steadily moving toward the open system mode of strategy, competitive methods and performance measurement. However, the majority of the service organizations examined appeared to be in a state of strategic confusion, as they appear to lack the consistency among competitive methods, performance measures and desired strategic orientations. Research limitations/implications: The sample used in this study is specific in nature, as it includes only Portuguese service organizations. Therefore, the results of this study should be interpreted with caution. Future research in other cultural service settings is recommended. Such research should emphasize the exploration of theoretical frameworks, which tend to practically integrate competitive methods, performance measures and strategic orientation. Practical implications: This study has direct practical implications for service managers, as they attempt to integrate their organizational systems. As such, the research in this study paves the way toward the practical integration and consistency among competitive methods, performance measures and strategic orientations needed to enhance the customer orientation. In this context, such integration and consistency are essential to enhance the strategic competitiveness of today’s service organizations operating in a dynamic marketplace. Originality/value: This research combines bodies of knowledge dealing with competitive methods, performance measures and their impact on strategic orientations. The conceptual framework offered in this research attempts to facilitate the understanding for consistent practice pertaining to the competitiveness of the open system service organization in a dynamic environment. Such consistency is essential to the competitiveness of the organization in a dynamic environment.