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Nonprofit Sector (nonprofit + sector)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	96%

Selected Abstracts

RELATIONAL GOODS, MONITORING AND NON-PECUNIARY COMPENSATIONS IN THE NONPROFIT SECTOR: THE CASE OF THE ITALIAN SOCIAL SERVICES

ANNALS OF PUBLIC AND COOPERATIVE ECONOMICS, Issue 1 2007
Michele Mosca
ABSTRACT,:,This paper investigates the nonprofit wage gap suggesting a theoretical framework where, like inAkerlof (1984), effort correlates not only with wages, but also with non-monetary compensations. These take the form of relational goods by-produced in the delivery of particular services. By paying higher non-pecuniary compensations, the nonprofit sector attracts intrinsically similarly skilled, but more motivated workers, able to provide in fact a similar (or potentially higher) level of effort than their counterparts in the forprofit sector. On an empirical ground, the paper provides a number of econometric tests that confirm the main predictions of the model in Italy's case. It adds to the available empirical literature by introducing in the analysis direct measures of non-pecuniary compensations and job satisfaction. [source]

Changing Channels: How the Nonprofit Sector Can Help Improve Local Television News

NATIONAL CIVIC REVIEW, Issue 2 2002
Sean P. Treglia
[source]

Training Needs of Administrators in the Nonprofit Sector: What Are They and How Should We Address Them?

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 3 2002
Drew A. Dolan
In increasing numbers, academic programs across the country are exploring how they can best meet the needs of nonprofit organizations. To better support the debate and decision-making processes of such programs, the author contributes information on training drawn from nearly six hundred nonprofit administrators, exploring variables that may influence the needs and examining the format for training most desired by those administrators. [source]

The Marketization of the Nonprofit Sector: Civil Society at Risk?

PUBLIC ADMINISTRATION REVIEW, Issue 2 2004
Angela M. Eikenberry
The public sector has increasingly adopted the methods and values of the market to guide policy creation and management. Several public administration scholars in the United States have pointed out the problems with this, especially in relation to the impact on democracy and citizenship. Similarly, nonprofit organizations are adopting the approaches and values of the private market, which may harm democracy and citizenship because of its impact on nonprofit organizations' ability to create and maintain a strong civil society. This article reviews the major marketization trends occurring within the nonprofit sector,commercial revenue generation, contract competition, the influence of new and emerging donors, and social entrepreneurship,and surveys research on their potential impact on nonprofit organizations' contributions to civil society. The article ends with a discussion of the significance of marketization in the nonprofit sector for public administration scholars and public managers. [source]

Lessons from Environmental Regulation for the Nonprofit Sector

ANNALS OF PUBLIC AND COOPERATIVE ECONOMICS, Issue 3 2002
Renee A. Irvin
As the third sector's economic and social impact grows worldwide, efforts by governments to regulate the sector have focused on increasing compliance in tax,exempt organizations. This article turns to the environmental sector for guidance, summarizing key characteristics of environmental regulation and noting what strategies are likely to prove useful for application to regulation of nonprofit organizations. The article finds some value in promotion of market,based enforcement schemes, but little value in promulgation of laws specifying governance structures and performance standards by a central authority. The most promising opportunity for improvement of the nonprofit regulatory process involves incorporation of financial incentives into monitoring schemes. [source]

Quantitative research for nonprofit management

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 4 2006
Wolfgang Bielefeld
Although the literature on organizational management has burgeoned recently, it has focused primarily on for-profit organizations. Moreover, widely published management prescriptions are often faddish in nature. It is risky for nonprofit managers to uncritically adopt these prescriptions. Not only may they be inappropriate for the Nonprofit setting, they may also be based on inadequate research. The nonprofit sector needs to develop its own research agenda and distribute usable findings to nonprofit managers. This process is in its infancy. While research on the nonprofit sector has been vigorous over the last few decades, most of it has focused on philanthropy or the delineation of the sector's dimensions. It is vitally important that management practices in the Nonprofit sector be based on sound, useful research. Given the nature of social science research, much of this will be quantitative research. In this article, I lay out some basic parameters of quantitative research and discuss its relevance to and utility for nonprofit management. [source]

Charity, Philanthropy, Public Service, or Enterprise: What Are the Big Questions of Nonprofit Management Today?

PUBLIC ADMINISTRATION REVIEW, Issue 3 2007
Roger A. Lohmann
"Nonprofit sector" issues, both in public discourse and pedagogy, are too narrowly cast as problems confronting public-serving nonprofits and grant-making foundations. Consisting also of membership organizations, educational institutions, and political pressure groups, the sector constitutes a major force in society which, in its interactive entirety, might better be termed a "social economy." This social economy both influences and is shaped by public administration, and it is now very much under public scrutiny. The author raises seminal questions that challenge the mission, management, and resources of this critical sector of society. [source]

Community-Led Social Venture Creation

ENTREPRENEURSHIP THEORY AND PRACTICE, Issue 2 2007
Helen Haugh
The addition of new enterprises to the economy has long been considered essential to economic growth. The process of venture creation in the private sector has been heavily researched and frequently modeled, although few models explain the process of nonprofit enterprise creation. Nonprofit social ventures pursue economic, social, or environmental aims, generating at least part of their income from trading. They fill market gaps between private enterprise and public sector provision, and, increasingly, policy makers consider them to be valuable agents in social, economic, and environmental regeneration and renewal. This article presents findings from a qualitative study of the inception of five community-led nonprofit social ventures, producing a model of the stages of venture creation: (1) opportunity identification, (2) idea articulation, (3) idea ownership, (4) stakeholder mobilization, (5) opportunity exploitation, and (6) stakeholder reflection. A formal support network and a tailor-made support network are also part of the model, contributing resources to the new venture and assisting progression through the stages. The model highlights the resource acquisition and network creation that precede formal venture creation. In the nonprofit sector, these activities are undertaken by volunteers who do not have a controlling interest in the new venture. For practitioners, the model identifies critical stages in the process of community-led social venture creation and two areas where assistance is most needed: pre-venture business support and postcreating effective networks. [source]

An intellectual capital perspective of competitive advantage in nonprofit organisations

INTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 2 2008
Eric Kong
Very little systematic research has focused on applying the concept of intellectual capital (IC) within the nonprofit context; particularly in the highly competitive nonprofit environment. Based on a review of the existing literature, this paper firstly contributes to filling this gap by building an argument that IC can be utilised as a competitive tool in nonprofit organisations (NPOs). Secondly, an IC conceptual framework is proposed that explicitly links the attainment of competitive advantage with positive outcomes for NPOs. Finally, the paper discusses how the IC conceptual framework can be effectively utilised to foster competitive advantage in the nonprofit sector. Copyright © 2007 John Wiley & Sons, Ltd. [source]

Diversity, inclusion, and the nonprofit sector

NATIONAL CIVIC REVIEW, Issue 3 2009
Scott Nielsen
First page of article [source]

Measuring outcomes of United Way,funded programs: Expectations and reality

NEW DIRECTIONS FOR EVALUATION, Issue 119 2008
Michael Hendricks
In 1996, United Way of America (UWA) developed and began disseminating the most widely used approach to program outcome measurement in the nonprofit sector. Today an estimated 450 local United Ways encourage approximately 19,000 local agencies they fund to measure outcomes. The authors first describe and then assess the strengths and limitations of the distinguishing features of the UWA approach, efforts to disseminate the approach, implementation by local United Ways, and actual outcome measurement by local agencies. The chapter ends with a description of United Way's relatively new emphasis on community impact and how that initiative relates to program outcome measurement. © Wiley Periodicals, Inc. [source]

The effectiveness of nonprofit lead-organization networks for social service delivery

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 4 2010
Bin Chen
Public agencies increasingly contract with nonprofit organizations to lead community-based networks for social service delivery. We explore the role that partnership characteristics play in the effectiveness of these networks. Using data on children and family services in Los Angeles County, we consider the impact of both the motivations for forming partnerships and the nature of the resulting partnerships on perceived outcomes for clients, interorganizational relationships, and organizational learning. We find that client outcomes and interorganizational relationships are enhanced when partnerships are formed to meet certain programmatic and organizational goals. Organizational learning, however, is affected only when partnerships are formed to enhance organizational legitimacy. Partners selected because they share common vision increase effectiveness, while those selected because there are few alternative partners decrease effectiveness. Finally, when partnerships use an interorganizational coordination mechanism, client outcomes are improved. The managerial implications of these impacts for the nonprofit sector are developed. The results lend considerable support to the role of partnership motivation and partner selection in the effectiveness of nonprofit lead-organization networks, and specificity about the nature of that role. [source]

Transformational and transactional leadership styles, followers' positive and negative emotions, and performance in German nonprofit orchestras

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2009
Jens Rowold
Although the transformational-transactional leadership paradigm has received increased attention from the research community over the past two decades, the nonprofit sector has been largely neglected. This study provides information about the effectiveness of transformational and transactional leadership styles in the domain of German nonprofit orchestras, while exploring the role of emotions within these leadership styles. We examined musicians' perceptions of their orchestra conductors' leadership behaviors and related those behaviors to performance. Positive emotions were associated with both transactional and transformational leadership. Negative emotions partially mediated the influence of transformational leadership on performance. In combination, the results allow a more thorough and detailed understanding of effective leadership behavior in nonprofit organizations. [source]

Collaboration in foundation grantor-grantee relationships

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2008
Kent D. Fairfield
Foundations take many forms and wield widespread influence within the nonprofit sector. One aspect of foundations that has received limited research attention is the relationship between the foundation and the grantee. Some authors have encouraged a reframing of this relationship to be more one of equals, where each party brings attributes valuable to the other and where collaboration can germinate and produce more effective philanthropy. This exploratory study suggests that the quality of these relationships varies widely and that it is often difficult to form collaborative ones. It identifies some of the earmarks of fruitful relationships and suggests some ways to replicate those successes. I hate foundation officers,they're all jerks! ,Experienced nonprofit executive We care about these [nonprofit] organizations,it is through them that we do our work. ,Senior foundation program officer [source]

The centrality of values, passions, and ethics in the nonprofit sector

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 2 2006
Joyce Rothschild
First page of article [source]

Quantitative research for nonprofit management

Indicators of information and communication technology adoption in the nonprofit sector: Changes between 2000 and 2004

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 3 2006
Seth Finn
With the knowledge that information and communication technology (ICT) has brought about significant changes in the structure and functioning of businesses, this research provides information about the changes that have occurred in ICT adoption in nonprofit organizations between 2000 and 2004. Using archival data, it specifically investigates various indicators of ICT adoption and adoption readiness factors. Results illustrate that nonprofit organizations are beginning to position themselves to take advantage of the opportunities provided by ICT adoption. [source]

Continuity planning for nonprofits

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2003
Nancy Meyer-Emerick
Many nonprofits assist in emergency response and disaster relief to alleviate human suffering. In order to enhance those efforts and the maintenance of routine nonprofit operations, this article introduces the concept of continuity planning. Continuity planning does not focus on specific risks, such as floods or hurricanes, but on the maintenance of critical operational processes despite natural, anthropogenic, or technological interruptions. Continuity planning has yet to be widely applied within the nonprofit sector, primarily due to a lack of fiscal or personnel resources. This article explores several continuity-planning options for nonprofits and provides a brief explanation of the process. [source]

Board Accountability: Lessons from the Field

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 4 2002
Thomas P. Holland
Accountability has become a major issue in the nonprofit sector. Numerous external and internal approaches to strengthening performance in this area exist, and many nonprofit boards expect their executives to account foruse of their organizations' resources. However, few boards apply any such expectations to themselves. Qualitative analysis of records from interviews, consultations, and meeting observations with 169 board members of thirty-four diverse nonprofit organizations revealed six sets of practices that foster board accountability. They include setting clear expectations and standards for the group and for its members, actively using policies regarding conflicts of interests, identifying and staying focused on priorities, maintaining strong two-way communications directly with constituency groups, conducting assessments of meetings and board performance, and experimenting intentionally with new approaches to their work. The experiences of these boards provide numerous examples of practical steps that others may consider when they seek to increase the value they add to their organizations as well as to strengthen public trust. [source]

Ethical Climate in Nonprofit Organizations: Propositions and Implications

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2001
David Cruise Malloy
The authors discuss a number of variables that may influence the perception of ethical climate in the nonprofit sector, including individual, organizational, and significant other (peers, coworkers, and superiors) variables. The basis of this discussion is the model developed by Agarwal and Malloy (1999) identifying a framework for nonprofits that is distinct from the for-profit orientation. The authors provide ten propositions and discuss their implications. [source]

Relating the Central and the Local

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 4 2000
Marilyn Taylor
Although a number of valuable models of central-local relationships in the nonprofit sector have been developed, particularly in relation to federal structures, there has been a tendency to assume that in any given organizational relationship central-local structures will follow one common pattern. We argue that wider strategies are available: central dependency along one dimension may run with greater local autonomy along another. Such mixed tight-loose structures may be of considerable importance in the "boundaryless" organizational environment of the future. [source]

The Marketization of the Nonprofit Sector: Civil Society at Risk?

Strategic Positioning and the Financing of Nonprofit Organizations: Is Efficiency Rewarded in the Contributions Marketplace?

PUBLIC ADMINISTRATION REVIEW, Issue 3 2001
Peter Frumkin
This article addresses the question of whether operational efficiency is recognized and rewarded by the private funders that support nonprofit organizations in fields ranging from education to social service to arts and beyond. Looking at the administrative efficiency and fundraising results of a large sample of nonprofit organizations over an 11-year period, we find that nonprofits that position themselves as cost efficient,reporting low administrative to total expense ratios,fared no better over time than less efficient appearing organizations in the market for individual, foundation, and corporate contributions. From this analysis, we suggest that economizing may not always be the best strategy in the nonprofit sector. [source]

Is There a Dark Side to Government Supportfor Nonprofits?

PUBLIC ADMINISTRATION REVIEW, Issue 3 2000
Arthur C. Brooks
The relationship between government social spending and private donations to the nonprofit sector is an issue that is relevant to both public administrators and nonprofit managers. Does government funding displace philanthropy, or encourage it? This article introduces the debate into the public administration literature. First, I survey and interpret the empirical work performed to date in this area by economists. Second, I retest this question across four nonprofit subsectors using data on both federal and state/local spending. My survey of the literature shows mixed results, although a broad pattern indicates that "crowding out" tends to dominate, particularly in the areas of social service provision and health. My empirical results are consistent with these findings, although they must be interpreted cautiously from a policy perspective: While results are statistically significant, the degree of crowding out is generally small. On the other hand, the claim that government funding stimulates giving seems to lack both statistical and policy significance. [source]

THE INFLUENCE OF VOLUNTEERS, DONATIONS AND PUBLIC SUBSIDIES ON THE WAGE LEVEL OF NONPROFIT WORKERS: EVIDENCE FROM AUSTRIAN MATCHED DATA

ANNALS OF PUBLIC AND COOPERATIVE ECONOMICS, Issue 1 2010
Astrid Haider
ABSTRACT,:,In this article we add to the literature analyzing wages in the nonprofit sector by estimating a wage function based on employer-employee matched data for Austria. We concentrate on the influence of voluntary contributions on the wage level of paid workers. By using a quantile regression approach we find that the existence of volunteers reduces the wages of paid employees in nonprofit organizations. The number of volunteers does not have an influence on the wage level. Donations have a small but positive effect for higher income groups only. Public subsidies increase wages of all paid workers in a nonprofit organization. [source]

RELATIONAL GOODS, MONITORING AND NON-PECUNIARY COMPENSATIONS IN THE NONPROFIT SECTOR: THE CASE OF THE ITALIAN SOCIAL SERVICES

Proximity Services in Belgium: An Analysis of Public and Nonprofit Relations

ANNALS OF PUBLIC AND COOPERATIVE ECONOMICS, Issue 1 2001
Francesca Petrella
In this paper, we analyze the interaction between nonprofit organizations (NPOs) and government with regard to the provision of proximity services. Given the characteristics of these services and the organizational features specific to each sector, we argue that the relationship between the public and the nonprofit sectors is necessary but rather complex. We illustrate our analysis with some empirical evidence collected by the CERISIS-UCL in 1996 for the city of Charleroi (Belgium). This survey shows that NPOs are the major producers of proximity services but are, on average, largely subsidized by government. Public intervention is also significant in the production of these services but is the most striking in their financing. These results evoke the existence of a multifaceted interaction between the public and nonprofit sectors, that we try to understand in this paper. Our analysis highlights that the tension between the current focus of public policies on job creation for the low-skilled unemployed and the service-based mission of most NPOs might generate inappropriate responses to the needs of the community. It also suggests that this conflict of objectives, given the current organization of proximity services, is likely to threaten the autonomy and originality of the nonprofit sector. [source]