Organization and Management in the Third Sector: Toward a Cross‐Cultural Research Agenda

Third sector organizations in the industrialized and the developing world—and particularly the subset of third sector organizations known as development nongovernmental organizations (NGOs)—are becoming more culturally diverse in internal staff composition, management styles, and working environments. Although cultural issues have been largely absent from the nonprofit and the NGO research literatures, the organizational implications of societal culture and organizational culture are widely debated within other research fields. This article proposes a closer engagement between third sector management research and the wider study of cross‐cultural organizational issues within anthropology, development studies, and management theory. It argues that such an exchange is necessary if third sector organizational research agendas are to include changing organizational landscapes effectively, and the article concludes with some ideas for future research.     

A Third Sector in the Third Millennium?

Three trends since the 1960s underscore the need for different ways of conceptualizing the new mixed economy in the human services. First, there has been an enormous increase in the number and types of nonprofit organizations, and greater dependence on governmental revenue. Second, extensive growth in privatization and commercialization in the human services. Third, this culminated in the convergence and blurring of sectoral boundaries. Numerous metaphors have been suggested to describe these new patterns, but more suitable concepts and theories are needed. Four theoretical frameworks are analyzed for an intersectoral study of organizations in the same industry: (1) political economy, (2) organizational ecology, (3) neoinstitutionalism, and (4) mixed, open systems. As analytic paradigms, these frameworks could supplement, complement, or be integrated with other research models for third sector studies, and could contribute to theory building and social policy.     

社会组织创新研究述评

公民社会部门的出现是20世纪最重要的社会创新,是一场深刻的“全球结社革命”。社会组织研究国外源远流长,著述丰硕,影响深远;国内在社会管理体制创新的推动下,社会组织创新日渐吸引眼球。整体来看,研究的学科、研究的领域、研究的成员在不断增多,研究趋势渐从社会组织管理创新的思想观念、创新路径、管理体制、困境与出路等方面,逐渐转向推进社会管理创新的政治和社会层面,以期促进各种认同的和谐共生关系的形成。     

The Blurring Hypothesis Reconsidered: How Sector Still Matters to Practitioners

This article asks: Is sector still a useful concept for social science research on nonprofit organizations and related fields, such as social entrepreneurship? We answer that it is relevant to practitioners for whom sector boundaries remain an important orienting feature of their organizational worldviews. This observation is at odds with the recent scholarship on “blurring” sector boundaries, much of which suggests that sector is increasingly an outdated concept. Data from one uniquely blended space—the fair trade industry—coupled with insights from Scott’s (Institutions and organizations: ideas, interests, and identities, 2014) theory about the three pillars of institutions suggest that sector remains meaningful despite developments that appear to render it obsolete.     

Pathways to sector selection: A conceptual framework for social enterprises

As hybrid organizations with financial and social objectives, social enterprises must balance competing logics for governance, stakeholders, and outcomes when considering organizational design and structure. The existing legal landscape for organizations exacerbates this dilemma by forcing social enterprises to incorporate as either a nonprofit or for‐profit organization. This research examines the entity formation process for social enterprises by presenting sector choice as an interaction among four factors: equity financing, organizational lineage, human capital, and funding environment. Using a qualitative comparative case analysis, this research demonstrates that contingent factors drive sector choice when legal incentives and institutional pressures are unclear. For those choosing nonprofit forms, the status of the parent organization—the organizational lineage—is determinative. For those operating in the for‐profit context, human capital is predictive. The resulting conceptual framework contributes to existing organizational theory on hybrid organizations by presenting the sector selection process as independent of the motives or legal incentives typically associated with sector choice. This research concludes with a discussion on the advantages of delaying the formal sector declaration process.     

The Case for Better Maps of Social Service Provision: Using the Holy Cross Dispute to Illustrate More Effective Mapping

Third-sector organizations provide essential services, but not all types of organizations operate equally well given different intensities of public problems. This article argues for maps that would help social service funding bodies. Those maps would include three elements: (1) a measure of service demanded by a community, (2) data on the full range of organizations able to supply those services, and (3) a chart that identifies those organizations that provide services at different intensities of need. By providing information about the supply of organizations in a community, with measures of demand for services, state funding bodies, foundations, and individual philanthropists can make informed decisions about where to allocate funds. An ideal map is illustrated by using the case of the Holy Cross Dispute (2001), whereby a host of voluntary sector organizations provided a voice for residents in this divided Belfast community. The result is a call for more intensive mapping exercises of voluntary sector social service provision.     

Split or Synthesis: The Odd Relationship Between Clinical Practice and Research in Social Work and in Social Work Education

The relationship of practice and research in social work has often been characterized as a ‘split’ in interests and in professional purposes. The same split also appears in social work education. This article examines several issues related to better integrating clinical practice and research in social work and in social work education. The article opens with a historical exploration of the origins of the social work profession as based in differences between practitioners and researchers. Second, differences in the purposes, professional cultures and professional organizations of clinical social workers and social work researchers are examined. Third, the processes and methods of clinical practice and research are systematically compared and contrasted. A chart outlining their similarities and differences is offered. The article closes with several recommendations to improve social work education in both areas that can lead to better integration of clinical practice and research in social work.     

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.     

Nonprofit social services in Moscow: Leadership and administrative issues

This article presents the findings of a study of nonprofit human services organizations in Moscow, Russia, in the early stages of development of the nonprofit sector. It addresses the following issues of relevance to social welfare in particular and nonprofits in general. First, what is the legal status of nonprofits? Second, what leadership and governance mechanisms have evolved? Third, how are resources, both financial and human, obtained? And, finally, how can Western consultants be useful in addressing the unique and specific needs of nonprofits in Russia as they bring their expertise into this setting?     

Strengthening Resource Mobilization Chains: Developing the Social Media Competencies of Community and Voluntary Organizations in New Zealand

There is potential for nonprofit organizations to increase effectiveness by mobilizing social media to help achieve goals. However, the sector is only just becoming aware of the possibilities for social media and lags behind other sectors in its use. We report a New Zealand initiative to enhance the capability of nonprofit organizations through action research that has implications for nonprofit organizations elsewhere. Borrowing from resource mobilization theory, we introduce the concept of resource mobilization chains to explain the requirements for and obstacles to taking advantage of social media. A survey and two in-depth case studies found that nonprofit organizations demonstrated extremely limited familiarity with and use of social media. Participants were enthusiastic about the potential of mobilizing social media to achieve organizational goals, but struggled to take concrete steps to implement their aspirations. Lack of resources was a key obstacle identified in both survey and case study research.     

Reflecting on Grantee Evaluation Accountability to Funders: Exploring Power Dynamics with Grassroots Organizations in Communities of Color

Grassroots organizations in communities of color often struggle in their relationships with philanthropic partners, especially as it relates to the issue of accountability. This article focuses on exploring the nature of accountability within the social contract between the philanthropic sector and these grassroots organizations. Drawing on a review of the relevant literature and results of 11 structured interviews with leaders from the philanthropic sector and grassroots organizations in communities of color, key themes are identified. Recommendations are offered on how the hierarchy within the sector can be addressed and how the dialogue between these partners can be improved.     

Qualified Employment in the Third Sector in Portugal

Departing from regulation theories and varieties of capitalism school this article focuses on employment in the third sector. We start by discussing the emergence of the new third sector in the western world. In the second part of the article, we provide an overview of the third sector in Portugal today. The ideal values of the organizations of the third sector, namely the principles of democratic and participative management, the primacy of people and work over capital, and the centrality of social capital, frame the discussion of empirical data regarding the wage relation that characterizes the University of Porto (UP) graduates currently working in the third sector. We end with a critical discussion of the optimistic expectations and projections that loom over the third sector regarding the construction of an alternative model of social and economic development based on justice and equity.     

Fields,networks and frames: advertising social organization in Japan

Abstract In this article I focus on three kinds of overlapping social coordinates — fields, networks and frames — as they are worked out in the day‐to‐day activities of a large Tokyo advertising agency. My aims are threefold. First, to show how the three social forms of fields, networks and frames interlock in a dialectical manner that permits both macro‐ and micro‐levels of sociological analysis. I thus present methodological approaches hitherto perceived to be different in emphases or interests as complementary rather than at odds with one another. Second, I take up and reexamine the notions of network and frame as developed within the specific context of Japanese social organization. Third, I make a statement in favour of anthropological studies of business as a means of understanding how industries and organizations function in a global economy.     

The Social Economy in Bolivia: Indigeneity,Solidarity, and Alternatives to Capitalism

The social economy (SE) is alternatively conceptualized as a third sector (between the private and public sector); or by a typology of the organizations involved (such as cooperatives, non-profit organizations and social enterprises); or by the principles and values driving such activities (such as cooperation, mutual benefit, and democracy). One important consideration is often overlooked, namely that the SE emerges in different forms and with varied emphases depending on location. The SE is ‘place-based’—rooted in specific geographic, historical, cultural, and socioeconomic settings. This article explores the conceptualization of the SE in the Bolivian context from the perspective of government and civil society actors. The research took place after the country recognized the importance of the social, cooperative and community economy in their new constitution and found that the understanding of the SE in Bolivia relates strongly to the country’s indigenous and colonial heritage.     

Bottom-up social enterprises in Romania. Case study – Retirees’ Mutual Aid Association

The purpose of this article is to present and analyze the organizational profile and distinctive development pattern of a successful bottom-up social enterprise in Romania, namely, the Retirees’ Mutual Aid Association (RMAA). Romania has recently rediscovered the world of social economy which brings together various organizations, from associations and foundations to cooperatives and commons, sharing a common interest in developing entrepreneurial activities to support social goals. In an ideological and public policy context which holds back the opening of the public market to the third sector and social economy actors, setting and running up such organizations remains a challenge. On the other hand, the isomorphic pressure exerted by the EU has resulted in a type of legislation targeted at social enterprises which focuses almost exclusively on work integration social enterprises. Nonetheless, Romania also features social enterprises that are not externally driven but developed bottom-up, starting from the needs of their members and of the communities in which they are established and developed. Using the data of extensive research conducted on social economy entities in Romania, we will present an organizational case study of a successful bottom-up social enterprise, namely RMAA.     

Learning from Our Mistakes: An Autopsy of an Unsuccessful University–Community Collaboration

A challenge facing social work education is how to enhance its connection to local communities. To this end, university and community collaborations have grown in popularity to address community needs and to augment student learning. The research literature indicates that there are many factors—from designs to guidelines—that drive successful collaborations. Building on the lessons from that research, this article provides a case study about a service-learning collaboration between a community organization and a masters-level social work course in the United States that was ultimately unsuccessful. Through stakeholder interviews and reflections, the authors provide several suggestions to improve future collaborations. These suggestions include the following. First, increase accountability for students and agency staff. Second, conduct an orientation session at the agency that includes necessary agency staff. Third, be mindful of cultural differences between organizations. Finally, restrict the number of service-learning options for students.     

Assessing international organizations’ support to social enterprise

This article takes stock of a sample of interventions and programmes across different countries and regions supported by international organizations to foster the development of social enterprise. The primary objective of the article is to generate a compilation of such interventions and draw some lessons about their potential contribution to the growth and sustainability of the sector. The results indicate that international organizations’ support to social enterprise has focused primarily on the provision of financial resources, notably loans and grants. While programmes remain largely unassessed, the few available rigorous evaluations show that social enterprise has the potential to be a cost‐effective mechanism to deliver basic social services to the poor. The article proposes a set of policy recommendations directed primarily to international organizations and the public administration to improve and enhance their support to the sector.     

The strategic challenges of cooperation and competition in British Voluntary Organizations: Toward the next century

The interrelationships between public, private, and voluntary sectors in Britain have witnessed increasing levels of change in recent years. This article argues that there have recently been identifiable trends within the voluntary sector, namely, increased levels of competition between sectors, increased competition between voluntary organizations, and increased pressures toward professionalization in voluntary sector management and organization. Predominantly competitive strategies and modes of professionalization have often been borrowed uncritically from commercial “best practice” by voluntary organizations. Thompson's (1967) typology of strategies is used as a basis for proposing cooperation as an alternative to competition in the British voluntary sector.     

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.     

How does a board of directors influence within‐ and cross‐sector nonprofit collaboration?

Board members play a significant, yet largely unexamined, role in nonprofit collaboration. Processes, such as finding prospective partners, creating common ground with a partner, and establishing appropriate collaborative governance implicate nonprofit board members. In contrast to the scholarship of the role of interlocking directorates as potential networks for nonprofit collaboration, this paper examines the role of board members' social and human capital on nonprofit collaboration with other nonprofits, businesses, and government agencies. Drawing on online survey data from 636 nonprofit organizations, this paper finds that board social capital—but not board human capital—is positively related to the presence and number of within‐sector and cross‐sector nonprofit collaboration. However, board human capital enhances nonprofit‐government collaboration, when board social capital is also high. The results provide a novel perspective in nonprofit collaboration and board management research.