Review by Choice Review
Leaders in the social sector of the economy need to measure the impact of their exertions on social change. One can measure short-term outputs and long-term outcomes. The basic question is, what do we hope to achieve? The authors say that two variables are relevant: the uncertainty of the effects and the degree of control by the organization. These generate four types of strategies: niche, integrated, emergent, and ecosystem. There are chapters with case studies and methods for each strategy. A niche strategy is suitable when there is knowledge of cause and effect but limited control of outcomes. An integrated strategy coordinates multiple activities. An emergent strategy is suitable with high uncertainty and low control of outcomes. An ecosystem strategy involves multiple actors. Social performance management involves the social purpose, method of influencing change, accountability, and capacities. This book is useful for readers involved in the social sector, including governments, nonprofit organizations, and funders of charitable work, as well as specialists in the sociology of the social sector. It can make donors, directors, and practitioners more aware of measuring the impact of their work and donations. Summing Up: Recommended. Upper-division undergraduates through faculty. --Fred E. Foldvary, San Jose State University
Copyright American Library Association, used with permission.
Review by Choice Review
