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Introduction -- The theories of change -- Making sense of sensemaking theory -- Deciphering some sources of sensemaking cues -- Leadership and sensemaking -- Landscaping : leading through sensemaking -- Exploring landscaping in practice -- Summary, lessons learned and concluding thoughts

AbstractHow do key stakeholders of nonprofit organizations (NPOs) judge the effectiveness of their organization? Are the judgments of stakeholders similar, and how are board effectiveness and the use of practitioner‐identified correct management procedures related to judgments of effectiveness? This study focuses on a subset of especially effective and less effective NPOs from a larger sample and finds that the especially effective have more effective boards (as judged by various stakeholder groups), have boards with higher social prestige, use more practitioner‐identified correct management procedures, and use more change management strategies. Practical implications discussed include adopting more correct management procedures and change management strategies.

"This book is a pivotal reference source that provides scholarly perspectives on the latest practices for leveraging human capital in business environments to maintain and increase competitive advantage. Highlighting innovative coverage across relevant topics, such as division of labor, intellectual assets, and value creation systems"--Provided by publisher.

"This book explores organizational maturity both from the perspective of the permanent organization, as from the perspective of the temporary organizations of projects and programs. It combines theoretical and practical relevance to provide insights into the organizational conditions that support a more successful execution of projects and programs and to grow an organization"--

PurposeThe purpose of this paper is to explore the ways in which companies are embedding the corporate responsibility function in different organizational structures, and to identify, when possible, best practices related to organizational structures which have proved effective in managing corporate responsibility that can be applied by any organization, regardless of size or industry sector.Design/methodology/approachThe authors developed and applied a methodology, in the form of a questionnaire, covering more than 40 aspects to describe what companies are doing to integrate the corporate responsibility function in their organizational structures. The design of the survey was based on available literature as well as their own professional experience answering questions commonly received from clients in Latin America. The questionnaire was then applied to a small sample using companies' public information from reports and company web sites.FindingsThe application of the questionnaire on a sample of Chilean companies using their public information tested the tool as valid and fit for the designed purpose. The main conclusions were that CSR structuring and CSR strategies are both strongly associated with the size of the company in terms of number of employees and revenues.Originality/valueMany questions arise when the task of implementing CSR is proposed and Latin American companies are trying to apply best practices by learning from the experience of companies with longer histories in CSR matters. However, trends are not uniform and different organizations are taking a variety of pathways in the process of CSR implementation. This paper offers a general vision of how companies are making the effort to implement CSR best practices, in terms of structure, strategy and scorecard; and presents a simple tool to assess the gaps, if any, in the effective embedding of corporate responsibility on organizational structures.