TY  - JOUR
AB  - Spending cuts, privatization, decentralizationand deregulation are undermining the dominant role of the Dutch Government in private non‐profit organizations. Less governmental interference will force non‐profit management to strike a balance between private management and public management. Argues that private non‐profit managers should adjust their managerial attitudes towards other stakeholders. Managers must first serve their own front‐line officers, and these front‐line officers, in turn, must communicate more interactively with their clients about the process of service delivery. However, this process should not be dictated by the client, but by the community of all relevant external and internal stakeholders. In interactions with many different stakeholders of the organization, non‐profit managers should develop and communicate a strategic quality credo.
VL  - 9
IS  - 7
SN  - 0951-3558
DO  - 10.1108/09513559610153890
UR  - https://doi.org/10.1108/09513559610153890
AU  - Wilderom C.P.M.
AU  - Joldersma F.
PY  - 1996
Y1  - 1996/01/01
TI  - The Netherlands in the twenty‐first century: High‐quality management of private, non‐profit organizations
T2  - International Journal of Public Sector Management
PB  - MCB UP Ltd
SP  - 60
EP  - 71
Y2  - 2024/04/25
ER  -