Defining the Nonprofit Sector Cross-Nationally

Defining the Nonprofit Sector: A Cross-National Analysis, by Lester M. Salamon and Helmut K. Anheier. Manchester: Manchester University Press, 1997. 526 pp., $29.95 paperback. The Nonprofit Sector in France, by Edith Archambault. Manchester: Manchester University Press, 1997. 324 pp., $27.95 paperback. The Nonprofit Sector in Italy, edited by Gian Paolo Barbetta. Manchester: Manchester University Press, 1997. 309 pp., $59.95. The Nonprofit Sector in Sweden, by Tommy Lundstrom and Filip Wijkstrom. Manchester: Manchester University Press, 1997. 345 pp., $69.95.     

Exploring Nonprofit Executive Turnover

Projections of executive turnover loom over the three sectors with aging baby boomers filling many executive‐level positions, and research into causes, outcomes, and processes of turnover are timely inquiries. Yet, scholarly attention into nonprofit executive turnover has been limited to date and has not sufficiently examined actual turnover events. To help address this gap, forty nonprofit organizations that had recently experienced executive turnover were selected from a national random sample, and the current executives participated in an interview. This qualitative data was analyzed to identify factors and dynamics that define nonprofit executive turnover. These findings both confirm practical knowledge and offer new insights relevant to future research and practitioners alike.     

Program Evaluation Practice in the Nonprofit Sector

Nonprofit organizations are increasingly being asked to demonstrate the effectiveness of their programs and services. Faced with this challenge, agencies that decide to engage in program evaluation must choose among various approaches and methods. This article provides a window into why and how nonprofit organizations are conducting program evaluations, and it reveals the factors nonprofit agencies identify as contributing to a useful and credible evaluation. In addition, the article addresses the role of stakeholder participation in program evaluation.     

Precarity in the Nonprofit Employment Services Sector

Drawing on interview and focus group data, this article explores research undertaken as part of a larger research project exploring precarity in the nonprofit employment services sector in a mid‐sized Canadian city. We critically survey major legislative changes to Canadian employment and income security policies and programs, including the restructuring of work and labor relations, growth of performance‐based contracting‐out, erosion of intergovernmental transfers, worker stress, and emotional tolls. Our study's results demonstrate how employment precarity in the nonprofit employment services sector is amplified by top‐down and centralized relationships with funding partners and policymaking divorced from the employment experiences of frontline staff. We make the case that it is important to work against rising workplace precarity to strengthen organizational and workplace conditions, as well as build environments more supportive of optimal employment support services. En se fondant sur des entretiens et des données découlant de groupes témoins, cet article présente des explorations entreprises dans une recherche plus large étudiant la précarité dans le secteur des emplois de service dans une ville canadienne de taille moyenne. Nous faisons une revue critique de changements importants intervenus dans la législation portant sur l'emploi au Canada et les politiques et programmes de la sécurité du revenu, incluant la restructuration du travail et des relations de travail, l'augmentation de la privatisation se fondant sur la performance, la diminution des transferts intergouvernementaux, le stress au travail et les conséquences émotionnelles. Les résultats de notre recherche démontrent comment la précarité de l'emploi dans les secteurs des services à but non lucratif est amplifiée par des relations allant du haut vers le bas et centralisée avec des partenaires et des politiques séparés de l'expérience des travailleurs sur le terrain. Nous démontrons qu'il est important de travailler contre la précarisation en renforçant les conditions organisationnelles et de travail, tout en construisant des environnements favorisant une offre de services de l'emploi optimaux.     

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.     

Evaluation and Evaluative Rigor in the Nonprofit Sector

Nonprofit organizations are under more pressure than ever to provide “rigorous” evidence of program impact. However, as expectations for rigorous evidence rise, many nonprofits struggle with challenges that inhibit evaluation. Recognizing these trends and tensions, this study identifies catalysts and obstacles to evaluation activity and the correlates of evaluative rigor among US nonprofits based on a national survey of registered public charities (n = 311). Results reveal that the most important catalysts to evaluation include the desire to improve program effectiveness and legitimacy, while the most important obstacles include insufficient time and money. Moreover, regression analysis finds that evaluation appears to be most rigorous when (1) evaluation is a priority, (2) a supportive organizational culture exists, (3) management requires evaluation, (4) evaluation is not primarily motivated by personal interest, and (5) evaluation is likely to reveal success. Overall, intrinsically motivated evaluation appears to be more rigorous than externally mandated evaluation, suggesting that stakeholders should work to help capacitate receptive nonprofits to improve evaluative rigor instead of imposing external requirements.     

The Nonprofit Catallaxy: An Austrian Economics Perspective on the Nonprofit Sector

This paper examines the nonprofit sector from the perspective of the Austrian school of economic thought. In contrast to the traditional market failure approach, the Austrian school locates the role of the nonprofit sector in the facilitation of the spontaneous order and the utilization of local dispersed knowledge about the societal needs through a Hayekian “discovery procedure.” Another contribution of the Austrian school is in calling attention to the “calculation challenge” faced by the nonprofit sector, i.e., the reduced role of monetary signals as the informational basis for decision making. The calculation challenge brings up the important issue of societal feedback mechanisms operating in the nonprofit sector. It is shown that, in the nonprofit sector context, this challenge takes the form of the accountability problem.     

The Nonprofit Sector and the Informal Sector: A Theoretical Perspective

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations - How do and why might different nations demarcate socioeconomic activity into distinct societal sectors? In this review and...     

The Nonprofit Sector and Gender Discrimination

This article reports the results of an exploratory study of a cross section of nonprofit human service organizations that examined whether and to what extent a glass ceiling exists for women in this sector. The findings substantiate the existence of the glass ceiling phenomenon among the agencies studied. Men are disproportionately represented in management, particularly upper‐level management, and they earn higher salaries than women at all hierarchical levels of the organization.     

Unveiling Research Trends for Organizational Reputation in the Nonprofit Sector

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations - Public scrutiny and the need for funds in a more competitive environment are pressuring nonprofits to be more consciously...     

The Role of the Nonprofit Sector in Hong Kong's Development

The recent handover of Hong Kong to the People's Republic of China (PRC) brought Hong Kong worldwide attention and scrutiny. In the run up to the handover, the international media prominently featured stories about Hong Kong's freewheeling capitalism and the stability created by its administrative institutions. Lost in the media attention was the role of nonprofit organizations and the voluntary sector in Hong Kong's political and economic development. Although Hong Kong has a vibrant civil society, it has received little attention from scholars. This paper reviews the role of the third sector in Hong Kong's development. Among the issues the paper addresses are the legal codes that govern the creation and operation of nonprofit organizations in Hong Kong, the evidence regarding the role of the nonprofit sector in Hong Kong's development, particularly its relationship to the government and market sectors, and the implications of the 1997 transition for the nonprofit sector's role.     

Linking For-Profit and Nonprofit Executive Compensation: Salary Composition and Incentive Structures in the U.S. Hospital Industry

Research concerning executive compensation has a long history. However, most studies have been conducted on publicly traded investor-owned enterprises. Although the not-for-profit sector experienced explosive growth during the 1990s, little work has been devoted to understanding its executive compensation schemes and incentives arrangements. In the United States, recent Federal and State legislation has changed the landscape under which nonprofits must operate to avoid penalties for paying excessive compensation to its executives. Studies of compensation schemes under different organizational arrangements are limited. This paper uses the U.S. hospital industry to link the for-profit and nonprofit compensation and incentive literatures. It highlights selected for-profit executive compensation and incentive processes and suggests how some of these methods could be applied in a nonprofit setting.     

Defining the Nonprofit Sector: Some Lessons from History

This article seeks to establish whether the structural-operational definition of the sector, used by the Johns Hopkins Comparative Nonprofit Sector Project (JHCNSP), is universal in its applicability. Historical case studies of primary health care and social housing provision in nineteenth-century England demonstrate that the definition cannot accommodate the institutional diversity of earlier periods and does not produce meaningful sectoral distinctions. The structural-operational definition rules out of the sector a significant proportion of nonstatutory, nonprofit maximizing providers. In particular, it excludes the mutual aid organizations, which are widely recognized as important for the development of civil society and which have historically been considered to be key components of the sector. These case studies suggest that the structural-operational definition limits the capacity of the JHCNSP to fulfil its aim of establishing the factors that promote or retard the sector's development owing to potential measurement errors and the pattern of development that the project implicitly assumes for the nonprofit sector.     

John Casey: The Nonprofit World. Civil Society and the Rise of the Nonprofit Sector

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations -     

Investigating the Marketization of the Nonprofit Sector: A Comparative Case Study of Two Nonprofit Organizations

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations - It has been well documented in recent years that nonprofits are becoming increasingly marketized. What is less well...     

The French Nonprofit Sector: A Literature Review

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations -     

Internet Resources on the Nonprofit Sector for Social Policy Research

Abstract

UNMAKING GOLIATH: COMMUNITY CONTROL IN THE FACE OF GLOBAL CAPITAL. J. DeFillippis. New York: Routledge, 2003. 208 pp. Hardcover. $125.00. ISBN: 0415945240. Reviewed by Judith M. Dunlop     

Beyond the Crossroads: Policy Issues for the Philippine Nonprofit Sector

The Philippine nonprofit sector, including nongovernmental organizations, have enjoyed an enabling and facilitative state environment since the People Power Revolution of 1986. It currently faces a legitimacy challenge in terms of its ability to represent the people, to be accountable to them, and to show its autonomy and difference from the state. It also confronts the challenge of how it can deliver services more effectively as it expands and professionalizes. Raising resources through government, philanthropy, and income generation also continue to be major challenges.     

Gender,Occupation, and Promotion to Management in the Nonprofit Sector

Although one can assume the work values within nonprofit organizations promote gender equality in promotion decisions, there is preliminary evidence that in the nonprofit sector women are underrepresented in higher management positions. Whereas the mechanisms resulting in underrepresentation of women in management have been studied extensively in for‐profit organizations, little is known about these mechanisms in nonprofit organizations. Is gender in nonprofit organizations—even given the underlying values of these organizations—an impediment to attaining a management position? This article presents a case study of employment patterns within the Dutch section of the humanitarian INGO Médecins Sans Frontières and focuses particularly on the effects of gender and occupation on transitions to management. The case study organization represents a “critical case” because the nature of this organization's work environment can be expected to result in a relatively high percentage of women in management. Employee records (N = 2,247) were analyzed using event history models. We found that women made the transition to management less rapidly than men, even when controlling for factors like age, previous work experience, and nationality. However, gender differences were completely explained by occupation. Those employees in female‐dominated occupations (in this case, medical personnel such as nurses) had a lower promotion‐to‐management rate than those in male‐dominated occupations (in this case, nonmedical personnel such as financial officers), irrespective of their gender. This case study highlights the importance to nonprofit management research of studying the effects of occupational sex segregation on promotion.     

Determinants of Nonprofit Sector Density: A Stakeholder Approach

Why do nonprofit organizations exist? From an economic perspective, a number of major theories have been proposed to explain their existence. However, when exploring determinants of nonprofit sector density, one needs to take into account that demand and supply factors operate simultaneously and that it is difficult to separate them. By using a stakeholder approach, we develop a more integrative framework for understanding variations in nonprofit sector density. We test this framework by investigating determinants of nonprofit sector density in Texas at the county level.