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This study aims to identify the impact of organisational values on the commercialisation of Polish NGOs. The commercialisation of NGOs is seen as the market methods adoption process of managing, providing services and social mission fulfilling. Values expressed through social missions are the most important reference points and core of NGO management. As non‑profit organisations are usually viewed as value‑based organisations with their identity rooted in meeting community needs, they cultivate a culture of trust by shaping and strengthening beliefs and values among their stakeholders.
Although there is an intense discussion in the literature on the commercialisation of non‑profits, the relationships between organisational values and commercialisation of non‑governmental organisations have been poorly empirically verified thus far. Hence the identification of these relationships is an added value of this article.
Based on a representative survey of 1,300 national NGOs, a logistic regression analysis was conducted. Identifying with the use of this method the probability of commercialisation of non‑profits as a result of the adaptation of specific organisational values is a new approach which is an original contribution of this work to current research in this area. It has been found that survival values significantly influence the commercialisation of NGOs. The study indicates that conservative values have a decreasing impact on the probability of NGO commercialisation, while entrepreneurial values stimulate this impact. The results also contribute to the theory of Management by Values, on the basis of which the theoretical framework of the article was defined and hypotheses were formulated.

In the new EU member states, there are very few studies analyzing the role of central and local self-governments in co-design processes. Nevertheless, such studies are particularly important as co-creation takes place in the context of former post-communist countries where central power reigned supreme and cooperation with the civil sector was very limited. This article aims to enrich the existing debate on the role of central and local self-government in the context of co-creation at the local level—specifically to map the extent to which local and central governments in the Visegrad Four region (Czech Republic, Hungary, Poland, and Slovakia) support local participatory budgeting initiatives as one of the most important forms of co-creation. The findings are very interesting, as each country has its situation and specificities. The (positive but also negative) role of the central state is limited but not invisible, except in the Czech Republic. The relations between civil society (and formal NGOs) and local self-governments are somewhat more similar within the countries studied. At the beginning of participatory budgeting, the civil sector and NGOs served as initiators and local self-governments as followers. However, this position has been steadily shifting towards the dominance of local self-governments and the marginalization of the civil society's role.

AbstractThe Czech Republic, Slovakia, and Poland, with their shared political histories, have confronted the compounded challenges of the COVID‐19 pandemic and the Ukraine war. These difficulties spurred the emergence of public–nonprofit collaboration in all three countries, each taking distinct paths. Our study aims to unravel these divergent trajectories of public–nonprofit collaboration through the lens of historical institutionalism. Using this lens, we attribute this divergence to the influence of the broader institutional environment, whose evolution has followed distinct trajectories in the examined countries. To achieve our objectives, we employed single‐country case study methods, leveraging desk research and structured interviews with management informants from nonprofit organizations in the Czech Republic, Slovakia, and Poland (37 respondents in total). Our study demonstrates that the perceptions of the institutional environment by nonprofit actors directly shape the effectiveness of collaborations between the public sector and nonprofit organizations. Contrary to Western expectations, our findings challenge the seemingly prevailing optimism regarding the outcomes of public–nonprofit collaboration and emphasize the influence of factors such as path dependency, mutual distrust, and prior negative experiences.