Power Relations in Sustainable Operations Management in a Non-Profit Organisation: A Cynefin Framework Perspective

• M.F.P. Harmse Department of Industrial and Systems Engineering, University of Pretoria, South Africa https://orcid.org/0000-0002-3366-3076
• W.L. Bean Department of Industrial and Systems Engineering, University of Pretoria, South Africa https://orcid.org/0000-0003-1965-0081

DOI:

https://doi.org/10.7166/36-3-3341

Abstract

The Cynefin framework was used to address power relations in sustainable operations management in a non-profit organisation (NPO). An integrated definition of sustainability was applied to refer to the management of resources and processes to address organisational needs and to build long-term resilience. The research problem entailed the sustainability of NPOs, which is at risk globally. NPOs could improve their sustainability through operations management, but require appropriate models to make sense of the complexities that surround their operations – including power relations. A methodology of action design research was applied to develop appropriate models in a specific NPO. These included using the Cynefin framework to make sense of and address power relations. The findings entail stakeholders having power over the NPO, empowering the NPO, and being empowered by the NPO, and on the intrinsic power of the NPO. Approaches were developed that the NPO used to address these power relations. The originality of the study involves the use of the Cynefin framework to address power relations in the context of sustainable operations management in NPOs. The findings of the study have implications for NPO managers, and for operations managers in general, showing how the Cynefin framework could be applied to address power relations and so improve sustainable operations management.