Traditionally, not-for-profit organizations did not worry about management. “Twenty years ago, management was a dirty word for those involved in nonprofit organizations ... now most of them have learned that nonprofits need management even more than business does, precisely because they lack the discipline of the bottom line” (Drucker, 1989). Not-for-profit organizations are in the initial stages of using strategic management (Wortman, 1988; Bryson, 1988; Karagozoglu and Seglund, 1989; Harvey and McCrohan, 1988). Therefore, it is not surprising that reengineering and business process redesign have been given little attention by not-for-profits.
Rodger, James; Pendharkar, Parag; and Paper, David, "Reengineering Comes To the Nonprofit Sector: A Case Study of Goodwill Industries of the Laurel Highlands Incorporated" (1999). AMCIS 1999 Proceedings. 234.