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Non-profit organizations are constrained by their institutional environment to adopt management models based both on quality certification and on principles of lean thinking . This research analyses the effects of organizational change based on two resources that rationalize organizational management : a quality standard and a software platform . The first resource provides a set of requirements, based on which the quality management system is built. The second resource provides the information/communication technology that provides the infrastructure for a quality management system. In theory, these resources should increase efficiency and stimulate institutional isomorphism . In reality, the consequences of this change process are not only the improvement of overall organizational performance but also increased intra-organizational and inter-organizational heterogeneity and the emergence of organizational paradoxes .
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- Lean Thinking in Non-profit Organizations
José Cunha Machado
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