Nonprofit organizations (NPOs) have increasingly adopted business‐like practices as a response to institutional pressures. Some researchers argue that this development leads to mission drift, whereas others find a positive effect on organizational performance. However, the institutional pressures responsible for shaping the nonprofit sector have remained hard to distinguish from each other. This study explores the consequences of mimetic, normative, and coercive pressures, and looks at how they affect managerialism, organizational performance, and mission drift. We link these concepts through a structural equation model based on survey data and find that one aspect of managerialism, strategic behavior, is a key construct in influencing the response to isomorphic pressures and can positively affect organizational performance while holding off‐mission drift. Normative isomorphism even has a direct positive effect on organizational performance. Mission drift can take place when organizations are under coercive pressure without having strategies or internal processes in place. These findings imply that organizations should invest in their strategy and the professional development of their staff to increase organizational performance and avoid mission drift.

中文翻译：

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制度同构和非营利性管理主义：好还是坏？

非营利组织（NPO）越来越多地采用类似于企业的做法，以应对机构压力。一些研究人员认为，这种发展会导致任务漂移，而另一些研究人员则对组织绩效产生积极影响。但是，构成非营利部门的机构压力仍然难以区分。这项研究探索了模拟压力，规范压力和强制压力的后果，并探讨了它们如何影响管理主义，组织绩效和任务漂移。我们通过基于调查数据的结构方程模型将这些概念联系起来，发现管理主义，战略行为，是影响同构压力响应的关键结构，可以在保持任务偏离的同时积极影响组织绩效。规范同构甚至对组织绩效具有直接的积极影响。当组织处于强制压力下而没有制定战略或内部流程时，可能会发生任务漂移。这些发现表明，组织应在其战略和员工的专业发展方面进行投资，以提高组织绩效并避免任务漂移。