Embedded Systems: The Case of HIV/AIDS Nonprofit Organizations in New York City

In this paper the notion of an embedded system is developed as an analytic model to examine how state–nonprofit relations develop and become differentiated, using the case of HIV/AIDS nonprofit organizations. Drawing on extensive fieldwork among three prominent HIV/AIDS nonprofit organizations in New York City, this paper shows how the kinds of relationships these nonprofit organizations are likely to form with state agencies are based on their embeddedness in the state–nonprofit system of relations. Three forms of embeddedness are distinguished according to the type and regularity of state–nonprofit contact—direct, outsider, and mediating. Importantly, it is shown how the configuration of relations within which an organization is embedded determines many of the organization's constraints and opportunities.     

Structures,Challenges, and Successes of Volunteer Programs Co‐managed by Nonprofit and Public Organizations

This article presents a mixed‐methods, multicase study and comparison of volunteer programs in US national parks that have evolved, in response to growth and fiscal pressures, to be co‐managed by national park staff and their nonprofit support partners. Findings detail why and how the expanded partnerships were formed; how they operate; challenges they face; ways in which they adhere to, stretch, and depart from theories of nonprofit management, collaboration, and program institutionalization; and the significant—even exponential—volunteer program growth that resulted in each case. These nonprofit?public volunteer program partnerships—at Acadia, Arches and ­Canyonlands, Cuyahoga Valley, Golden Gate, the National Mall, and Yosemite national park sites—employ many standard forms of interorganizational relations, even though in these cases the nonprofits give money to the government organization instead of the reverse. Their volunteer program and management structures also share similar elements because of coercive, normative, and mimetic pressures. At the same time, each volunteer program partnership is a distinct blend of collaboration and management practices because of the unique natural features, climate, needs, adjacent populations, and personalities of leaders at each site. The cases employ innovative strategies to substantially increase the number of staff who lead volunteer programs. Recommendations are offered for nonprofit management research and practice, and findings are instructive for organizations that utilize volunteers either as a single entity or as part of a collaboration.     

Common Agency in Nonprofit Advocacy Organizations

Most theories of nonprofit organizations and nonprofit leadership recognize the multitude of stakeholders—including board members, donors and volunteers, funders, the media, and policy makers—that organizational leaders must contend with in doing their work. For nonprofits engaged in advocacy, demands from stakeholders may be even more challenging to meet. Although stakeholder theory recognizes the effect of various groups on an organization, it does not explain how leaders manage the preferences of their often‐competing stakeholders while they make choices for the organization. This study develops a common agency framework, evaluating the roles of three groups crucial to nonprofit advocacy organizations: the organization's board of directors, elected officials, and donors/members. The common agency framework is then illustrated with interviews with leaders of nonprofit advocacy organizations in California. Findings suggest that the leaders of these groups have a significant amount of discretion in guiding their organizations’ activities and operations.     

Degree and Direction of Paid Employee/Volunteer Interchange in Nonprofit Organizations

This study builds on an earlier one (Handy, Mook, and Quarter 2008) that examined the degree of interchangeability between volunteers and paid employees in nonprofit organizations. In the current study, we surveyed 836 nonprofits in Canada to understand what factors determine the degree of interchange between paid employees and volunteers, bearing in mind that this interchange can go in two directions: paid employees for volunteers and volunteers for paid employees. We found the degree of interchange to be widespread and in both directions. One of the most important predictors of the likelihood of interchange was the number of full‐time employees, suggesting that interchangeability occurs less frequently in organizations with a larger number of employees than in those with fewer employees. Religious congregations and organizations with workload increases were more likely to interchange tasks among volunteers and paid staff.     

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...     

Managing Change in Nonprofit Organizations: Insights from the UK Charity Retail Sector

Moves toward increased professionalism are now an almost taken-for-granted aspect of change across the nonprofit sector both in the United States and in the United Kingdom. This paper uses the case of UK charity retail to explore the impacts of this move to professionalism, on managers at the local level. In doing so it seeks to develop appropriate techniques for managing change both in charity retail and more broadly, in nonprofit organizations per se. The professionalization of charities' trading activities has resulted in a series of changes at the local level; these include the introduction of new forms of staff, changes to policies regarding the sourcing, pricing, and presentation of stock, and an increased emphasis on sales targets, league tables, and incentive schemes designed to motivate managers to increase sales. These policies set at head office level have had significant impact on the day-to-day working experiences of branch managers. This paper explores managers' reactions to these changes and examines the extent to which such policies could be said to be successful. To conclude, recommendations are made as to the most appropriate approaches to professionalizing charity retail operations. These conclusions are broadened to offer insights into appropriate techniques for managing change in nonprofit organizations.     

Structural Isomorphism in Australian Nonprofit Organizations

This paper assesses the extent of structural similarity or isomorphism among nonprofit organizations in Australia. Based on neo-institutional theory, the paper explains such isomorphism in terms of these organizations subordination and dependency, the uncertainties they face, and the networks of experts of which they are a part. The analysis uses the nonprofit component of a 2001–2002 random sample of Australian employment organizations. It finds surprisingly little isomorphism in this subsample and few differences in isomorphism according to the level of the factors thought to produce similarity. The discussion of the findings focuses on the suitability of the nonprofit sector as the appropriate organizational field within which isomorphism involving these organizations is likely to be produced. Industries, which include all organizations that produce the same product or service, be they nonprofit, for-profit, or government, may be more appropriate interactional fields for the development of isomorphism.     

Characteristics of Innovative Nonprofit Organizations in Argentina

The purpose of this study was to discover the characteristics of innovative organizations as perceived by employees of Argentine nonprofit organizations. The free listing technique, adapted from the field of cognitive anthropology, was used to achieve this task. Fifteen representatives of a variety of Argentinean nonprofit organizations participated in the study. Among the highest rated characteristics were: searching for new ways, solutions, and unconventional forms of work; adapting to new times; suggesting new forms for solving problems; and reflecting over organizational activities and actions. Rated as least characteristic were: encouraging role changes within teams; focusing on organizational mission; not being afraid of failure; and generosity (sharing information with other organizations).     

The Role of the Nonprofit Sector Amid Political Change: Contrasting Approaches to Slovakian Civil Society

This paper focuses on the role, functions, and activities of the nonprofit sector in Slovakia from 1993 to 1998 during a critical time in the country's development, using Salamon's classification of the sector's relationships with government as opposition, partner, or agent. Relying on personal interviews with participants and observers, the paper examines two key political events to illustrate these issues—the debate about the proposed Law on Foundations, and the 1998 Parliamentary elections.     

Nonprofit Board Balance and Perceived Performance

Based on prior literature, this article offers a reconciliation of the core roles of nonprofit boards and aligns these role‐sets with organizational theories. A survey instrument was developed and validated to measure each of four role‐sets (monitoring, supporting, partnering, and representing) to assess whether emphasis on specific roles affects board members’ perception of performance. Our study of nonprofit boards in a midsized midwestern city found that balance across the role‐sets was associated with effective organizational performance. Furthermore, when board members describe any of the four role‐sets as deficient, they perceive the organization as less effective. The results of the study provide practitioners with a validated survey tool that provides nonprofit boards with a method to identify which roles their board emphasizes.     

Volunteer Reliability in Nonprofit Organizations: A Theoretical Model

The reliability of volunteers is a major concern for many nonprofit organizations. To address this problem in more detail, we develop a theoretical model of volunteer reliability based on psychological contract theory. By taking this perspective as a starting point, we explore how individual volunteer characteristics, organizational factors, and sociological developments shape the exchange of inducements and contributions between volunteers and nonprofit organizations. We discuss how these factors can create tensions in the psychological contract and determine the extent to which volunteers behave reliably. As such, we develop a theoretical framework for addressing the reliability problem in volunteer management.     

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.     

Exploring Potential for Information Technology Innovation in Nonprofit Organizations

This article investigated user perceptions of innovative information technology. A qualitative analysis of information technology innovation award applications submitted by a variety of nonprofits was conducted to explore two research questions: (a) in what areas of organizational functioning can information technology innovations be implemented, and (b) what are the expected benefits associated with the implementation of those information technology innovations? The results showed that technological innovations can occur in administrative, service, and marketing areas; and that the applicants believed that those innovations have a potential to provide numerous positive benefits. Those benefits were associated with clients and programs, internal and external functioning, fundraising and financial aspects, and public image and relationships with stakeholders. Human service organizations proposed the highest numbers of IT innovations in the administrative and technological areas.     

The Discreet Charm of the Nonprofit Form: Service Professionals and Nonprofit Organizations (Poland 1989-1993)

This paper examines the role of social proximity (nonprofit) organizations in the process of professional innovation that involved a transfer of human service technologies from Western Europe and the United States to Poland during the 1989 political–economic reform. To explain that role, the paper introduces a theoretical model that posits the existence of elective affinity between the social proximity form and occupational interests of service providers. As the existing system of professions is no longer sufficient to legitimate expert services and curb competition among different types of providers, the social proximity form bestows social legitimacy on novel or controversial types of services, and is thus instrumental in marketing those services. The proposed model is supported by quantitative data and in-depth interviews. Theoretical implications are discussed.     

Agency Problems between Managers and Employees in Nonprofit Organizations: A Discrete Choice Experiment

Most principal–agent literature of nonprofit organizations has focused on the relationship between board members and managers. However, in addition to the role as an agent of the board, the manager also performs a role as principal with respect to the nonprofit employees. By using a discrete choice experiment, we identify the objectives of managers and employees in nonprofit organizations and assess the presence of agency problems in this relationship. Our sample consists of 76 headmasters, 161 teachers, and 39 administrative employees in 74 secondary nonprofit schools in Belgium. We find that the six objectives set out in the experiment play an important role for both headmasters and subordinate staff. However, the results also indicate that some of these objectives are significantly more important for the headmasters. In sum, our results suggest that agency theory and stewardship theory are not necessarily in conflict with each other but can be combined into a more general governance framework for nonprofit organizations. Consequently, we argue that incentive structures that incorporate different types of objectives can facilitate the recruitment and retention of employees in nonprofit organizations.     

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.     

Media Publicity and the Voluntary Sector: The Case of Nonprofit Organizations in New York City

Media publicity is an important resource for contemporary voluntary associations, but very little is actually known about the resources and organizational characteristics that are most important for getting media attention. To address this question, we collected and analyzed data on the organizational attributes and news publicity of 739 nonprofit organizations in New York City. We find that an organization's income, paid staff, membership size, and library resources are significantly related to getting media publicity, whereas the number of chapter affiliations is inversely related to publicity. Association type is also a significant factor that influences an organization's ability to get publicity. We discuss the implications that these findings have for current debates about advocacy and civic engagement in the nonprofit sector.     

The Role of the Nonprofit Sector in a Self-Governing Society: A View from the United States

This article explores the role of private, nonprofit organizations in a self-governing society. A framework identifying the diverse theories that explain the various types of nonprofit organizations observed in contemporary American society is sketched. This provides a fuller understanding of the varied and complex ways that nonprofit organizations contribute to the institutions of governance.     

The Organization of Nonprofit Activities

This paper investigates the repertoire of organizational forms in Western societies in order to assess the nonprofit sector's distinctiveness. A repertoire of six different ideal type constructs is presented adding to and reformulating existing theories, which have primarily focused on the market and the firm. This new extended theoretical platform builds both on theories discussing market, organization, and governmental failures and on approaches where homo economicus is replaced by homo complexicus and transactions by interactions. This effort aims at making the nonprofit (or voluntary) sector in society both more visible and theoretically substantiated. At the end of this paper, the theoretical framework is applied by analyzing empirical nonprofit organizations.     

Running on Empty: The Operating Reserves of U.S. Nonprofit Organizations

Operating reserves allow nonprofit organizations to smooth out imbalances between revenues and expenses, helping to maintain program output in the presence of fiscal shocks. We know surprisingly little about why nonprofits might save operating reserves and what factors explain variation between organizations' savings behavior. Findings suggest that operating reserves are reduced in the presence of concentrated public funds, access to debt, fixed assets, and endowment. However, size is not an important predictor, indicating that the lack of reserves is not limited to small nonprofit organizations but is instead a sectorwide issue. Significant numbers of nonprofits maintain no operating reserves at all. One potential explanation is that organizations discount the benefits of reserves because they are evaluated on spending, focusing instead on the “benefits of costs.” This preference for spending over reserving may also help explain the general lack of liquidity in the sector beyond operating reserves alone.