Beyond Neighborhoods and Crime: Expanding the Scope of Social Disorganization to Explain Occupational Deviance

This article proposes a structural explanation for the occupational deviance dimension of white collar crime. The systemic model of social disorganization theory is used as a framework for understanding organizational conditions that produce high rates of occupational deviance. The model of workplace disorganization proposed here posits parallel mechanisms can be found in communities as well as organizations. Marginalized workplaces, employee turnover, and employee heterogeneity are antecedent factors that discourage employee network formation and collective action against deviance. By refocusing on organizational factors, we offer a broader understanding of occupational deviance, one that can predict and explain the workplace conditions under which counterproductive behaviors occur.     

Are nonprofit density and nonprofit expenditures related to youth deviance?

This study explores whether neighborhoods with greater nonprofit density (nonprofits per mile) and/or larger nonprofit expenditures (nonprofit expenditures per 10,000 people) interact with social control to experience lower levels of adolescent deviancy. Data include cross-sectional surveys of 1541 youth. The data are analyzed using Hierarchical Linear Modeling (HLM). The dependent variable is a measure of deviance that is the sum of ten items, which assess deviant behaviors. For analysis the square root of this measure is used to adjust for negatively skewed data. The sample was drawn through a two stage-geostatistical sampling procedure, with the final sample including 50 zip codes throughout California. The study finds that adolescents' deviance is not associated with an interaction between social control and either nonprofit density or nonprofit expenditures. However, the analysis found strong positive associations between being male, being older, having higher levels of mean social control and the square root of deviance.     

Work‐to‐Society Spillover?

Nonprofit employees can make ideal volunteers for other organizations in the sector, and understanding their participation in volunteering is a timely task. Based on “spillover theory,” this study tests how nonprofit employees’ experience on the job may carry over into the nonwork arena. The study focuses on how nonprofit employees’ satisfaction with the job and perception of the organization's mission achievement relate to their volunteering, controlling for the generally higher levels of prosocial motivation found in the sector. The findings suggest that the consequences of job satisfaction for this group extend beyond the workplace, contributing to societal benefits.     

Deviant Acts by Complex Organizations: Deviance and Social Control at the Organizational Level of Analysis1

The study of deviance and social control can be expanded to recognize that (1) organizations, not just individuals, commit deviant acts, and (2) other organizations have responsibilities for preventing or controlling that deviance. This paper focuses on these phenomena. It defines organizational deviance, applies Blau and Scot?s cui bono taxonomy to suggest types of organizational deviance, provides a categorization of controller organizations by the types of deviance they control, and considers the social control of organizational deviance. The paper concludes by suggesting that organizational deviance should be among the theoretical, empirical, and methodological interests of an increasing number of contemporary sociologists.     

CAREER JOBS, SURVIVAL JOBS, AND EMPLOYEE DEVIANCE: A Social Investment Model of Workplace Misconduct

We examine the relationship between career stakes, or the fit between workers' current jobs and their long-term career plans, and employee deviance. Most prior research has focused on the link between job satisfaction and deviance, but career stakes may be a more salient and theoretically relevant measure of workers' investments in their present positions, particularly in young adulthood. We hypothesize that people whose current jobs match their long-term career goals have made a social investment with their employers that inhibits deviant behavior. We analyze data from the Youth Development Study (YDS), a longitudinal community sample of individuals now in their mid-twenties. Our results show that career stakes and job satisfaction exert independent effects on worker misconduct even when prior levels of general deviance and workplace deviance are statistically controlled.     

The Micro System of Deviance in Intimate Relationships*

Deviance in intimate relationships may lie as much within the micro system of such relationships as it does within the personalities of the actors involved. Using a Parsonsian framework, it is argued that the strain of systemically disequilibrated relationships can produce deviant personality adaptations which, in turn, intensify conflict and deviance in those relationships. It is also proposed that a reciprocal quality exists to such maladaptations, with each member of the dyad contributing to the amplification of a stable system of deviant behavior patterns within the relationship. Because the patterns of maladaptive dyads spill over into parent-child relationships, they have implications for understanding intergenerational transmission of deviance between intimates.     

Sex and Deviance: an Assessment of Major Sociological Variables*

This paper empirically examines the claim that many theories of deviance only have utility for explaining deviance committed by males because their conceptual development was tainted with inattention to females. Five variables representing the essence of major theories of deviant behavior are measured for a self-report sample of 1993 cases. Each variable is tested to determine how well it can account for deviance among females compared to males. In volume of deviance more males than females were classified as deviant but the underlying processes which the five theoretical variables address operated equally for members of both sexes. These findings support the position that the processes by which females come to commit deviance is similar to the processes for males. The findings suggest that exclusive focus on females is unlikely to yield more adequate explanations of female deviance.     

Growth and resilience of pioneering nonprofit human service organizations: a cross-case analysis of organizational histories

Knowledge of organizational history is important for recognizing patterns in effective management and understanding how organizations respond to internal and external challenges. This cross-case analysis of 12 histories of pioneering nonprofit human service organizations contributes an important longitudinal perspective on organizational history, complementing the cross-sectional case studies that dominate the existing research on nonprofit organizations. The literature on organizational growth, including lifecycle models and growth management, is reviewed, along with the literature on organizational resilience. Based on analysis of the 12 organizational histories, a conceptual model is presented that synthesizes key factors in the areas of leadership, internal operations, and external relations that influence organizational growth and resilience to enable nonprofit organizations to survive and thrive over time. Both cross-sectional and longitudinal examples from the organizational histories illustrate the conceptual map. The paper concludes with a discussion of directions for future research on nonprofit organizational history.     

Building and valuing global brands in the nonprofit sector

Global nonprofit brands are the world's new “super brands” (Wootliff and Deri, 2001). Nonprofit organizations command unprecedented levels of trust, and nonprofit brand valuations are on par with major international corporations. Leaders and managers of nonprofits face new challenges in the stewardship of their brands. Based on current thinking in nonprofit management and detailed interviews with close to one hundred executives of ten international nonprofit organizations, this article draws strategic lessons on brand building and brand valuation activities of international nonprofits. The multiple roles and stakeholders that global nonprofit brands must address make nonprofit brand building complex and challenging. In particular, differences between advocacy and relief organizations must be explained. Despite the complexity, international nonprofit organizations may have an advantage over for‐profits in leveraging public trust and brand communication. Advocacy organizations in particular successfully link brand and cause to good effect. The valuation of nonprofit brands is a new strategic challenge with significant appeal, but also significant concerns for international nonprofits. In addition to providing nonprofit leaders and managers with a better understanding of brandbuilding activities, imperatives, and best practices in the field, this article outlines the opportunities and threats associated with the valuation of nonprofit brands.     

Voluntary contributions and wages in nonprofit organizations

Voluntary work provides a major source of labor for many nonprofit organizations. Consequences of volunteers and paid staff working alongside each other in nonprofits are well documented. This article contributes to this strand of literature and investigates whether the presence of volunteer work influences paid employees' wages in nonprofit organizations. We estimated a multilevel wage equation accounting for personal characteristics of workers and characteristics of nonprofits. The analysis revealed that nonprofit organizations engaging volunteers pay lower wages to their employees. Our findings contribute to the understanding of wage‐setting behavior of nonprofits and improve the methodological approach of empirical research in this field.     

Social Control and Delinquent Behavior: An Examination of the Elements of the Social Bond

This research examines the overall and relative effects of the elements of Hirschi's Social Bonding Theory on four separate measures of deviance using data drawn from a sample of 3065 adolescents. The magnitude and direction of the observed relationships moderately support the theory for all four deviant behavior scales; the elements of the bond are more predictive of the less serious forms of deviance than they are of the more serious forms. The element of commitment is more strongly related to deviant behavior than either the element of belief or attachment. A comparison of the theory for males and females demonstrates that the overall model consistently explains more variation in the dependent variables for females than it does for males. The commitment and belief variables are more strongly related to deviant behavior for females than for males while attachment is more important for males. These findings are discussed in relation to the overall viability of social bonding theory.     

Wage Inequality and Performance in Nonprofit and For‐Profit Organizations

This article examines the effects of several forms of wage inequality on service quality and employee effort. We suggest that two popular theories, tournament and fair wage/equity, are not necessarily competing. Each theory accurately describes aspects of employee behavior, but because of sectoral differences in organizational objectives and employee attitudes, tournament theory's predictions are relatively stronger in the for‐profit sector, while fair wage/equity theory's predictions are relatively stronger in the nonprofit sector. Using an employer–employee matched data set of nursing homes linked to a federal regulatory database and a resident survey, we found that ownership moderates the relationship between wage inequality and service quality. Although wage inequality positively affects service quality in the for‐profit sector, the reverse is true among nonprofit organizations. We also found that overall wage inequality in the workplace has a more pronounced influence on employee discretionary effort than does the employee's place in the distribution of wages.     

Managerial Control and Strategy in Nonprofit Organizations: Doing the Right Things for the Wrong Reasons?

This article presents the second stage of a study that engages with the debate that has occurred within the nonprofit literature about the propensity and relative merits of nonprofit organizations adopting for‐profit approaches to management. Specifically, this qualitative investigation examines the ways in which nonprofit organizations use management control when implementing their chosen strategies. Although this topic has been the subject of considerable attention in the management accounting research, it has rarely been explored within a nonprofit context. This is surprising not only because of the considerable social and economic impact of this sector, but also because of the apparent trend toward sectoral convergence in many structural and processual respects, including strategic behaviors and approaches to control. Based on interviews with CEOs and senior executives in thirty‐two Australian nonprofit organizations, we find that the relationship between strategy and control in nonprofit organizations is similar to that in for‐profit organizations, but quite different reasons underlie nonprofit organizations' exercising of management control.     

Uncharted Waters: Exploring the Relationship between Strategy Processes and Management Control Systems in the Nonprofit Sector

The way in which strategy and management control combine has been the subject of much research attention, but rarely, within a nonprofit context. This is surprising, not only because of the considerable social and economic impact of this sector, but also in view of the apparent trend toward sectoral convergence in many structural and processual respects, including strategic behaviors and approaches to control. In this article, we explore the extent to which the relationship between management control and strategy, as found in for‐profit organizations, may prevail within a nonprofit context. Based on questionnaire responses from 182 Australian nonprofit organizations, we find that this relationship in nonprofit organizations is similar to that in for‐profit organizations, thereby lending support to the “convergence” argument. We reflect on the reasons for these similarities and advance an agenda for further research in this area.     

Organizational Responses to Imputations of Deviance*

This paper proposes that the study of deviance be expanded to include organizations as actors to which deviance may be imputed. In contrast to traditional empirical studies which tend to emphasize powerless persons who passively accept attributions of deviance, this study focuses on powerful actors who actively defend themselves. Attention is focused on the types of accounts offered by one organization, the Central Intelligence Agency, in reaction to imputations of deviance to it at key times since its founding in the late 1940s. The various accounts have been aided by powerful third parties willing to use their resources in support of justifying and excusing claims by the CIA. As a result, the agency has escaped virtually unscathed from attempts to label it as deviant.     

Structure and accountability a study of national nonprofit associations

In the 1990s, the integrity and performance of nonprofit organizations in the United States have come increasingly under attack, and there are new calls to hold nonprofit organizations more accountable for their behavior and performance. This article reports on a study of the organizational structures of national nonprofit associations and asks how these umbrella organizations can help to self-regulate the sector through appropriate checks and balances between the national organization and local affiliates. The authors identify a number of differences in how associations with alternative structures hold local affiliates and national organizations responsible for their performances, and they conclude that structure is an avenue of self-regulation for nonprofit organizations deserving further attention.     

Understanding the Compensation of Nonprofit Executive Directors: Examining the Influence of Performance and Organizational Characteristics

In this study we aimed to provide a better understanding of executive compensation in nonprofit organizations. We examined factors including organizational size, market, subsector, organizational type, staffing level, and organizational performance as potential influences driving variation across the nonprofit sector. The models utilize data on the population of nonprofit organizations required to file Form 990 returns with the Internal Revenue Service in order to broadly examine compensation. The results indicate associations between various measures of performance and compensation in nonprofit orga‐nizations and also suggest that different types of nonprofits may be sensitive to different measures of performance.     

Nonprofit Comparative Research: Recent Agendas and Future Trends

Comparative research on nonprofit organizations (NPOs) has been a prominent approach for advancing our understanding of these organizations. This article identifies the primary drivers that shape the NPO comparative research agenda and explores new research trends. Based on a systematic literature review, nine definitional aspects and ten impulses are identified as drivers of NPO research. This article conducts a correspondence analysis to study the relationships between the definitional aspects and impulses that are discussed in 111 articles that were published in philanthropic and third-sector journals in the period January 2001–January 2015. Based on our results, we suggest three new clusters for future comparative research: investment and growth, participation and social impact, and social cohesion and civil society.     

Welfare reform and the future of nonprofit organizations

This article discusses implications of the 1996 Personal Responsibility and Work Opportunity Reconciliation Act (PRWORA) for nonprofit social service organizations. We emphasize their role in the contemporary social safety net in relation to the public sector. Based on a study of ninety organizations operating in the Detroit metropolitan area, we adopted the supplementary, complementary, and adversarial framework from Young (1999) to assess the complex and evolving relationship between the nonprofit and public sectors in the post‐PRWORA era. The findings indicate a clear presence of all three perspectives; however, the continued shifting of responsibility for social services to private, nonprofit organizations suggests a growing dominance of the supplementary role. This raises concerns regarding future nonprofit capacity and other potential costs of nonprofit sector service provision.