Chapter 9: The Blurring of Sectors
Description
The lines between for-profit organizations and non-profits used to be relatively clear, with each sector using its own toolkit to achieve goals and fulfill mandates. However, as a special issue of the Stanford Social Innovation Review explores, these lines are increasingly hazy—posing challenges to the non-profit sector, where much of the RLS field is situated. This module will examine how these blurred boundaries affect the recreation and leisure sector and what strategies professionals can use to adapt, stay mission-focused, and remain competitive in a shifting landscape.
Learning Goals
By the end of the reading for this final module, you should be able to
- Identify causes for the blurring of the for-profit and non-profit sectors
- Determine the benefits and drawbacks to the blurring of the lines between for-profit and non-profit sectors
Stanford Social Innovation Review
The difference between a for-profit Benefit Corporation and a nonprofit social enterprise, for example, is sometimes hard to distinguish. Both sell products and services to customers. Both are driven by a social mission. And both make decisions only after considering their impact on all stakeholders and society. The main difference between the two, it seems, is their ownership structure.
Nee, 2015
Knowledge Check
Once you have reviewed the thesis, try to summarize it in your own words and compare below:
Key Terms
- For-profit sectors: institutions or organizations that operate primarily to make an income (profit) for their clients or owner
- Non-profit sectors: institutions or organizations that operate primarily to serve the public rather than make a profit
- RLS field: recreation and leisure services field which promotes activities, programs, or experiences the public can enjoy during their free time
