World Vision Case Study
World Vision Case Study
World Vision, Inc. was founded as a nonprofit corporation in 1950 by Bob Pierce, an American evangelist. As World Vision in the United States grew, World Vision organizations were formed in New Zealand, Australia, and Canada, which were primarily fund-raising partners, and World Vision in the United States dominated in size and influence. Occasionally, a national World Vision entity was formed in developing Countries for expediency. In the 1970s, the World Vision partners began an internationalization initiative. WVI, a separate corporation based in California, was established with a two-layer structure of governance, including a council and international board. In the late 1980s, WVI responded to this pressure from the field in two ways. First, WVI changed the configuration of its governance structure. Council membership was expanded to include all World Vision partner countries, including developing countries. Also, WVI began to base eligibility for international board membership on a representative system of five categories of member countries. (Karen, 1999) As a non-for-profit organization, WVI has its particular mission and creed, which are supported by Christianity values. This makes it very different from enterprises on operations and management. However, as a huge organization operated in different countries all over the world, what WVI is doing share many similarities with the regular firms in the competitive environment. Issues on management, human resources and finance will also have determinate impact on the short-term and long-term success of WVI. After studied WVI’s history of development, I found out that developing an efficient organizational structure is significant to WVI to expand the career and build up brand name.
World Vision, Inc. was founded as a nonprofit corporation in 1950 by Bob Pierce, an American evangelist. As World Vision in the United States grew, World Vision organizations were formed in New Zealand, Australia, and Canada, which were primarily fund-raising partners, and World Vision in the United States dominated in size and influence. Occasionally, a national World Vision entity was formed in developing Countries for expediency. In the 1970s, the World Vision partners began an internationalization initiative. WVI, a separate corporation based in California, was established with a two-layer structure of governance, including a council and international board. In the late 1980s, WVI responded to this pressure from the field in two ways. First, WVI changed the configuration of its governance structure. Council membership was expanded to include all World Vision partner countries, including developing countries. Also, WVI began to base eligibility for international board membership on a representative system of five categories of member countries. (Karen, 1999) As a non-for-profit organization, WVI has its particular mission and creed, which are supported by Christianity values. This makes it very different from enterprises on operations and management. However, as a huge organization operated in different countries all over the world, what WVI is doing share many similarities with the regular firms in the competitive environment. Issues on management, human resources and finance will also have determinate impact on the short-term and long-term success of WVI. After studied WVI’s history of development, I found out that developing an efficient organizational structure is significant to WVI to expand the career and build up brand name.
References: Curran, D. F. (2005). World vision international 's aids initiative: challenging a global partnership. Harvard Business School, 9(304-105), Karen, F. (1999). Evolving global structures and the challenges facing international relief and development organizations. Nonprofit and Voluntary Sector Quarterly, 28(4), 178-197.