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O’Brien, K., Katz, E., Starkey-Taylor, S., Johnstone, T., Cohen, R., Hansen-Turton, T., Callan, A., Bradberry, N. and Benoit, R. (2014) Reshaping Organisations through Culture and Strategy. In: Mortell, M. and Hansen-Turton, T., Eds., Making Strategy Count in the Health and Human Services Sector, Springer Publishing, New York, 71-115.

has been cited by the following article:

• TITLE: From Philanthropy to Partnerships —Testing a Theoretical Framework of Entrepreneurial Philanthropy Alignment

  AUTHORS: Jos Rath, Theo Schuyt

  KEYWORDS: Entrepreneurial Philanthropy, Non-Profit Organisation, Philanthropreneur, Alignment

  JOURNAL NAME: Journal of Service Science and Management, Vol.8 No.3, June 30, 2015

  ABSTRACT: Entrepreneurial philanthropy gives the impression of being a paradox because personal gains and societal benefits are generally seen as opposing forces, which particularly will become clear when philanthropreneurs emerge in the non-profit sector. It is suggested this charitable giving with venture bent might affect an alignment of both worlds. What will happen: a culture clash or a smooth transition? On what issues a partnership is easy to reach, and what are causes for concern? To answer these questions, a literature study has been carried out to construct a preliminary “theoretical framework of entrepreneurial philanthropy alignment”. In this paper a framework has been tested among seven Dutch senior executives of non-profit organisations and five philanthropreneurs. A series of semi-structured interviews were held to explore the variables that could determine the degree of their alignment. These variables were grouped in three domains: 1) Leadership, the linking path; 2) Strategy, the guiding path; and 3) Culture, the driving path. The outcome gave insights to modify and upgrade the theoretical framework, and provided support to study alignment maturity more extensively in a subsequent survey.