Management Strategies and their Relationship with the Sustainability of Non-Profit Organisations in Huila: A Qualitative Analysis of Internal Capabilities and the External Context
DOI:
https://doi.org/10.1229/tecempresarialjournal.v21i1.811Keywords:
Sustainability, management, financing, resilience, digitization, COVID-19, Complimentary and Competence Skills, Environment, Strategic Changes, Resilience.Abstract
The objective of the research was to analyze the management strategies of non-profit entities (NPO) in Huila, in order to address the critical factors that influence their sustainability. The study was justified by the structural vulnerability faced by these organizations in complex territorial contexts such as those in the aforementioned department. The design was based on qualitative methodology and thematic analysis. Semi-structured interviews were conducted with a sample of leaders and managers, non-participant observations were made, and a triangulation program was applied to strengthen the validity of the study. The findings reveal that, although the resilience and commitment of the teams are strengths, administrative management is in its infancy, and management strategies are reactive. In addition, a marked digital divide and a pronounced dependence on donations were identified, aggravated by institutional disarticulation and a regulatory framework perceived as volatile. It is concluded that the sustainability of Huila's NPOs depends on their ability to evolve toward professionalized management and achieve diversification of income sources. This scenario requires greater investment in managerial and technological skills, as well as better coordination with the environment.
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