Document Type

Proceeding Paper

Publication Date

Fall 10-2005


Goold (1997) has argued that the Porter (1980) five-forces framework for industry analysis is not applicable to nonprofits. In light of recent essays (e.g. Miller, 2002) as well as literature from the world of religious nonprofit organizations and organization theory, the Porter framework is analyzed through a review of representative literature. The religious nonprofit arena was chosen for this conceptual analysis based on an assumed key difference between religious nonprofits and for-profit firms: the stronger influence that mission has in strategy formulation compared with the influence of the external environment. Implications for further research are suggested.