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.     

The Attributes of Effective NGOs and the Leadership Values Associated with a Reputation for Organizational Effectiveness

Building on prior research characterizing organizational effectiveness as a social construction, this article identifies the perceived attributes of effective transnational nongovernmental organizations (NGOs) and the leadership values associated with higher reputations for organizational effectiveness. Results are based on an in‐depth, mixed‐method interview study of 152 NGO leaders located in the United States and representing all major sectors of organizational activity. Among the twenty‐nine attributes that leaders identified in peer organizations that they regarded as particularly effective, leaders stressed instantiation of sound principles or strategy, a grassroots approach, large organizational size and resources, being collaborative, singleness of focus, campaigning abilities, funding and fundraising prowess, global scope, and quality people. Furthermore, statistical analysis reveals that NGOs with leaders who value similarities with peer organizations, grassroots approaches, diversity of strategies, dedication, professionalism, and distributed organizational structures have significantly higher reputations for effectiveness.     

Nonprofit mission statement focus and financial performance

Mission statements have been adopted nearly universally in nonprofit organizations. Their ubiquity is based on a presumption that a well‐designed mission statement is linked to better organizational performance because it provides a framework for decision making, influence over staff and volunteer motivation, and a mechanism for signaling organizational legitimacy to stakeholders. Despite collective confidence in mission statement utility, the relationship between mission statements and performance has received minimal attention. In this exploratory study we measured several attributes of mission statements in women's rights nonprofit organizations, with particular attention to the degree to which the statement focuses on organizational purpose and the relationship between focus and several measures of organization financial performance. The findings indicated that mission statements with a more focused geographic scope were associated with lower overhead ratios. In contrast, mission statements that identified more target client groups were associated with larger one‐year increases in contribution. Despite the statistical significance, the relationships were weak, calling into question common assumptions about the importance of the mission statement to a nonprofit organization.     

Organizational Sustainability and Systemic Boundary Processes

Abstract

Every day, managers work to sustain the organizations wherein they work. In this article, the authors examine certain systemic boundary processes that are intrinsic to organizations and their sustainability. For readers of this journal, whose name points to the inherent connection between organizations and society, the authors present an argument that organizational boundary processes and their influence on organizational sustainability are important considerations for those of us interested in a viable future for our society. The importance of these processes for managers also is indicated.     

Managing amidst mosaic: Integrating values and rationalization in the nonprofit arts

This ethnographic study of visionary art environment Philadelphia's Magic Gardens (PMG) draws on theories of rationalization in nonprofits to explore factors that influence the impact of this process on organizations. Responding to theories that rationalization attenuates expressive drivers of nonprofit activity, an analysis of PMG is used to explore and contextualize a literature‐derived theoretical framework that suggests variables that may influence the outcome of rationalization processes in organizations. The PMG case supports and adds nuance to a notion that the strength of expressive and rationalizing impulses and the convergence or divergence of intra‐organizational values influence whether growing nonprofits are able to integrate instrumental structures and expressive motivations.     

Women's Accounts of Organizational Politics as a Gendering Process

Organizational politics is implicated in all levels of organizational functioning, from power structures and informal interaction to individual identity. This study argues that organizational politics provides an approach to examining professional women's experiences of organizations as gendered. Women graduates in male‐dominated organizations claimed not to be limited by explicit discrimination, but they construct organizational politics as being masculine in character and as a barrier to their careers. These women represent organizational politics as irrational, aggressive, competitive and instrumental, leading to individual, not organizational, success. Their accounts undermine the stereotypical dichotomy of masculine rationality and feminine emotion by claiming that women behave reasonably and by focusing on emotion in men's political game playing. However, claiming to be rational and rejecting politics, while acknowledging its role in career success, is uncomfortable for ambitious women. They risk sabotaging their own position by appearing too sensitive to engage in the less savoury aspects of organizational life. Organizational political processes are seen as fundamental to gender in organizations, first, because political activity is seen as gendered and masculine and contrary to female identity; secondly, because politics is part of the informal system which constructs organization from which outsiders are excluded; and finally, because political activity is linked to the performance, achievement and maintenance of power.     

Organizational Effectiveness: An Empirical Comparision of the Goal and System Resource Approaches*

The goal and system resource approaches represent alternative conceptions of organizational effectiveness. The goal approach views effectiveness in terms of internal organizational objectives and performance. Organization-environment relations are the focus of the system resource approach, though previous applications of this perspective have been limited to profit-making organizations. This paper reconceptualizes the system resource approach for use in public agencies and examines the flow of organizational resources as an indicator of effectiveness. Goal approach indicators are matched with system resource measures in examining the convergence and consistency of the two approaches. The convergence of effectiveness measures is examined by observing the correlations between themselves and four organizational decision making variables that had previously been shown to be associated with effectiveness. An examination of the data collected through interviews with representatives of 110 public agencies reveals some consistency but no convergence between the two approaches.     

Specialization and the Survival of Self‐Help Organizations

This article examines the survival rates of 589 self‐help organizations in order to understand how self‐help niches, organizations specializing in biomedical, human services, and behavioral health, differentially impact longevity. Drawing on a study of the self‐help movement, we examine how the various mechanisms by which specialization impacts self‐help movement organizations' chances of survival. Extending the concepts of embeddedness, countervailing powers, and organizational specialization to self‐help organizations, we investigate how formal structures and professional alliances differentially promote longevity. Results show how formalization enhances self‐help organizations' longevity, and serves as a mechanism by which specialization impacts organizational viability. While formalization has a robust and beneficial impact on longevity, some professional linkages are negatively associated with survival and others are positively associated with it.     

The Role of Local Development Organizations in Rural America*

Abstract Rural communities rely increasingly on local development organizations (LDOs) to promote economic development. The rise of LDOs has been the source of much debate. Using a national data set that links local governments with development organizations, we contrast the economic development activities, and their outcomes, of local governments and development organizations in rural America. We find that LDOs are involved in more economic development activities than are local governments. They are more successful at business recruitment and more effective at retention/expansion, both in number of firms and in jobs. The organizational networks of LDOs and local governments consistently influence their effectiveness. Finally, we examine the effects of an LDO's presence on the outcomes of business recruitment and of retention and expansion activities. The results suggest that the LDOs' success may be due in part to the networks in which they are embedded and to the amount of effort they make to promote growth.     

Organizational change: The role of climate and job satisfaction in child welfare workers' perception of readiness for change

BackgroundWhen organizations embark on deliberate efforts to increase effectiveness through organizational-level changes, those that demonstrate greater readiness for change tend to have better outcomes. In contrast, when the organization is not ready, a change effort may result in resistance, conflict and, eventually, failure. However, studies addressing how agency climate and job satisfaction influence workers' perception of the organization's readiness for change in child welfare or human service organizations are scarce.MethodsData for this study was obtained from a sample of 356 direct care and clinical child welfare workers employed at eight not-for-profit child welfare agencies under contract to provide a variety of services in a large northeastern state. Workers were surveyed on their agency's readiness for change, organizational climate, and job satisfaction. The Spector Job Satisfaction Survey measured nine subscales and Parker Organizational Climate survey measured four primary domains: role, job, supervision, and organizational dimensions. A confirmatory factor analysis was conducted on nine questions derived from the Organizational Readiness for Change survey that measured workers' perceptions of organizational readiness for change. Structural Equation Modeling (SEM) was utilized to determine climate and satisfaction influences on voluntary child welfare workers' readiness for change.ResultsThe results of SEM confirmed that the exogenous independent indicators of role ambiguity, supervisor goal emphasis, organizational innovation, satisfaction with communication, and the number of years in current position were predictive of workers' perception of readiness for change with significant positive coefficients.ImplicationsThis study highlights the importance of certain organizational climate and job satisfaction factors that child welfare workers' identify for the success of agency change efforts. Workers perceive that organizations may have a higher level of readiness to implement successful change initiatives when: (1) workers feel their role is clear, supervisors articulate change goals, and job performance is held to a high standard and is measurable; (2) agency leaders establish organizational communication that is explicate, and they encourage workers to develop ideas and try new ways of doing the job; and (3) the greater the number of years workers are in their current position, the more likely change initiatives are perceived to be successful. Most importantly, this study suggests that not all organizational climate or job satisfaction factors are recognized by workers as supporting change equally.     

On the same page: The value of paid and volunteer leaders sharing mental models in churches

We examine the idea that mental models shared among paid and volunteer leaders are associated with improved financial performance in nonprofit organizations. Our empirical analysis of thirty‐seven churches yields evidence that organizations are more effective if paid and volunteer leaders have a shared task mental model—that is, if they report similar conceptualizations of organizational goals and decision‐making processes. These findings suggest that the extent of leaders' agreement on organizational goals and the processes of how decisions are made matter for organizational performance. We argue that it is as important to ensure that everyone is on the same page with regard to goals and how decisions are made as it is to have the “right” goals or right decision processes in place. Implications for practice and future research on shared mental models are discussed.     

Different while being similar: The dual institutional process and differential organizational status

Connecting the neoinstitutional theory with Bourdieu's field theory, we develop a framework on the dual institutional process of integration and differentiation in a field. While the neoinstitutional theory has focused on similar organizational structures, we shift the research focus to offer an institutional explanation of differential organizational status. Drawing insights from Bourdieu's theory and key concepts, we highlight that the very institutional mechanisms causing isomorphism—regulative forces, normative pressures, and cognitive processes—also generate systematic status differentiation among organizations via their different levels of capital, homologous structures, and various habitus in a field. Our extended framework has theoretical significance in advancing the neoinstitutional theory, the research of status in organizational and economic sociology, and the Bourdieusian perspective. By theorizing status differentiation among organizations, it also adds an important dimension to enrich our understanding of multilevel status and social hierarchies.     

Illuminating gendered organization assumptions

One key to why organizations have been less successful at integrating a work–family agenda into their organizational cultures is that workplaces have failed to consider how gender assumptions influence workplace practices, policies and cultures. This paper presents a theoretical framework for considering how gender role assumptions have prevented organizational attempts to become family friendly. Further, this paper uses an organizational case study to illustrate this point. Specifically, a theory of gendered organizations is used to frame an analysis of 30 employee interviews. Data suggest that gendered organizational assumptions inherent to several workplace policies and practices contribute to employee strain associated with negotiating the demands of life on and off the job. Further, the findings show that these gendered organizational assumptions prevent organizations from developing workplace cultures responsive to employees' work, family and personal needs. A brief review of the interdisciplinary work–family field is presented, followed by a discussion of gendered organizations. Then, using interview data collected from management and ‘front‐line’ female and male workers employed at a municipal government, this paper examines how workplace practices, presumably gender neutral, affect employees and the organizational culture in which they work.     

Women's Organizations and Civil Society in China Making a Difference

This article explores the changing terrain of women's organizations in the reform period in China. It identifies the internal and external factors which have triggered both changes within the All-China Women's Federation (ACWF), the officially designated mass organization representing women's interests, as well as the emergence of new, more autonomous women's organizations. It looks closely at the influence of these organizations on government policy. While the ACWF is particularly well positioned, as a Party organization, to influence policy, the ability of new women's organizations to bring about policy change is more limited. Through the study of women's organizations the article draws broader conclusions about the changing nature of civil society in China. Though women's organizations do not have political change as their prime organizational motive, they are nevertheless symbolically important. As occupiers of non- governmental organizational space and as components of a critical public sphere, they have implicit political agency, and as such, are as much makers of herstory as its product.     

Air canada vs. canadi>n: competition and merger in the framing of airline culture ∗

This paper is concerned with airlines, metaphors and organizational cultures. Specifically the paper seeks to answer the question, ‘why, when so many political and economic commentators are agreed that Canada has only room for one viable airline, has it proven impossible to merge the country's two main commercial airlines?’ To answer the question we draw upon Jenkin's (1994) critical historiographic approach, focusing on the development of the organizational cultures and associated discourses of each airline over time. In the process the paper traces the metaphorical use of the concept of competition in the development of the commercial airline business in Canada. We conclude that the culture of an organization may not, of itself, be enough to explain certain organizational outcomes (e.g., a failure to form a merger or alliance) - particularly organizations that are, in large part, dependent on broad policy concerns, but that broader social discourses (e.g., government policy), mediated by specific organizational cultures, may be the major influence.     

The effects of perceived quality of organizationally provided meal service on employees’ job performance and mediating role of organizational identification

Contemporary managers are developing alternative ways to sustain their competitive advantages. Motivation-enhancing features such as high-quality meal service provided by organizations can be thought of as one of these methods. The effect of the perceived quality of meal service provided by organizations on the job performance of employees and the mediating role of organizational identification during this process is studied. Private security-sector employees working in Turkey (N?=?597) are being focused in this study. As a result of analyses (correlation and regression analyses, structural equation model), the authors find that the perceived quality of meal service provided by organizations improves employees’ job performance significantly and organizational identification has a partial mediating role on this association. The findings of this study will be of interest to key stakeholders such as public or private organizations, labor unions and the media.     

Dimensions of Capacity in Nonprofit Human Service Organizations

The purpose of this paper is to present and develop a firmer grasp of the underlying dimensions of organizational capacity in nonprofit human service organizations. The paper draws on the resource-based view of the organization (Barney et al. in Journal of Management 37:1299, 2011; Wernerfelt in Strategic Management Journal 5:171, 1984), which recognizes that organizational attributes and capabilities facilitate performance. Interviews were conducted with 66 executives in moderate sized, human service organizations to discuss factors that influence performance. Findings suggest that human, financial, and social capital all contribute to organizational performance. Executives emphasized the quality of people associated with the organization including the role of the board of directors in supporting performance. Many respondents also believed that maintaining healthy and dynamic external relationships was critical to success.     

Sexual Harassment in Small‐Town New Zealand: A Qualitative Study of Three Contrasting Organizations

This research investigates women's experiences of sexual harassment in three different organizations in the same New Zealand town. Women working at the local meat‐processing plant, a retail store and a local bank were interviewed about their personal experiences of sexual harassment. The interviews revealed that sexual harassment took different forms and was interpreted and responded to differently in each organization. Women at the meatworks were often socially isolated from other women and had few effective strategies for combating the verbal and physical harassment collectively perpetrated by male employees. In contrast, women at the store had a range of collective coping strategies which enabled them to regard harassment from fellow‐workers and customers as an irritant rather than a serious threat. Women at the bank also had various collective coping strategies, but were more constrained by customer service norms in the organization. These findings are discussed in relation to three key themes; firstly, the influence of the local environment on organizational life; secondly, the effects of differing organizational structures and cultures on the expression and interpretation of sexual harassment and thirdly, the effectiveness of the various ‘communities of coping’ which women develop to combat sexual harassment in the workplace.     

Board performance and organizational effectiveness in nonprofit social services organizations

This article examines the tasks and responsibilities of nonprofit boards of directors and explores the relationship between board performance and organizational effectiveness. Thirty-three activities in nine areas of board responsibility were examined through questionnaires and interviews with board members and chief executive officers of sixteen nonprofit organizations serving developmentally disabled adults. Rankings of organizational effectiveness were determined using external evaluators and accreditation surveys. A significant relationship between board performance and organizational effectiveness was found, and the board activities most strongly correlated with organizational effectiveness are reported, including policy formation, strategic planning, program monitoring, financial planning and control, resource development, board development, and dispute resolution.     

Organizational Values and Their Relation to Organizational Performance Outcomes

The communication of organizational values and their relation to employee outcomes is evaluated between two departments within a Health Care Organization. Organizational values that are congruent with employees' values have been shown to increase employee satisfaction, commitment, and performance outcomes. This article discusses how values are defined and different ways that values can be communicated to acquire improved organizational outcomes. Past research on values within organizations is reviewed.

Questions from the Organizational Culture Survey and the Communication Satisfaction Questionnaire are combined to measure employee satisfaction, morale, and perceived involvement in decision making. The organization provided data on employee absenteeism, turnover, and performance ratings. An analysis of the results indicates employees in departments that have clearly defined and communicated organizational values perceive they are more involved in the organization and more participatory in decision making. Implications of the results for organizations are detailed.