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Piggybacking strategies for nonprofits: A shared costs approach

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  • Richard P. Nielsen

Abstract

This article presents case data and a conceptual foundation for nonprofit piggybacking whereby a nonprofit organization subsidizes its deficit producing primary mission by diversifying into related surplus‐producing ventures. Shared common and joint costs are considered as supply‐side bases for selecting among demand‐side related diversification activities.

Suggested Citation

  • Richard P. Nielsen, 1986. "Piggybacking strategies for nonprofits: A shared costs approach," Strategic Management Journal, Wiley Blackwell, vol. 7(3), pages 201-215, May.
    • Handle: RePEc:bla:stratm:v:7:y:1986:i:3:p:201-215
    DOI: 10.1002/smj.4250070303
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    Cited by:

    1. James H. Moore & Matthew S. Kraatz, 2011. "Governance Form and Organizational Adaptation: Lessons from the Savings and Loan Industry in the 1980s," Organization Science, INFORMS, vol. 22(4), pages 850-868, August.
    2. He, Tong & Liu, Martin J & Phang, Chee Wei & Luo, Jun, 2022. "Toward social enterprise sustainability: The role of digital hybridity," Technological Forecasting and Social Change, Elsevier, vol. 175(C).

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