The Role of Alumni in Baccalaureate Social Work Education

This article discusses the results of a 1993 national survey of undergraduate social work program directors on the role of alumni in their programs. Respondents indicated that they involved alumni, primarily as field supervisors, campus speakers, and members of curriculum advisory boards. Only 20% of respondents reported social work-specific alumni organizations; most often these were institutions with public affiliations, joint MSW-BSW program structures, and enrollments exceeding 10,000. Having a social work alumni organization was associated with higher rates of alumni participation in field supervision, mentoring, linkage and networking activities, recruitment, and curriculum advisory boards. A profile of the typical social work alumni organization is presented, and the need for more programs to initiate such organizations is examined.     

Social capital and nonprofit leaders

The concept of social capital seems to be a very compatible, useful, and important one for nonprofit organizations. Nonprofits must sustain and enhance the original social capital with which they were formed and broaden it into a variety of key areas. Nonprofits and their leaders must foster social capital in order to recruit and develop board members, raise philanthropic support, develop strategic partnerships, engage in advocacy, enhance community relations, and create a shared strategic vision and mission within the organization and its employees. Nonprofit executives have a pivotal role in carrying out these functions, but they do so through relationships and networks with others. These activities are time‐consuming and demanding, and they require planning. This article provides a focused literature analysis on the concept of social capital as it applies to nonprofit management and leadership. The author views the literature with respect to definitions of social capital and the way nonprofits generate and mobilize social capital in order to achieve organizational goals. The author also cites methods for measuring social capital.     

WWW.FAITH.ORG (Re)structuring communication and the social capital of religious organizations

This paper examines the relationships between Internet and social capital building within religious organizations, which are relatively understudied foci. Building upon theoretical insights provided by new institutionalism and recent research on the Internet, social capital and religion, this article explores the ways in which religious organizations have (re)structured their norms, values, and practices of religious community in light of the incorporation of the Internet into their congregational life. Drawing from interviews conducted with Christian and Buddhist religious leaders in Toronto, this article discusses three major relationships in which the effects of the Internet on social capital may be understood, that is, complementary, transformative, and perverse relationships. Religious organizations are traditionally associated with relatively high stocks of social capital, yet findings here suggest that their communicative norms, values, and practices are changing to a varying extent. The results also indicate that the relationship between the Internet and social capital building is largely complementary; however, the Internet is perceived by some to be a 'mixed blessing', facilitating the potential transformation of organizational practices that affect community norms while leading to the dispersion of religious ties that could undermine community solidarity. Thus, contrary to earlier studies that have documented no evidence of innovations involving the reconfiguration of organizational practices and the adjustment of mission or services, findings here illustrate how some religious organizations have expanded the scope of their calling and restructured their communicative practices to spur administrative and operational effectiveness. Like other organizations, religious organizations are not insulated from technological changes including those associated with the Internet. This study clarifies and identifies key ways in which the distinct spirituality, cultural values, and institutional practices and norms of religious organizations influence communication processes that constitute bridging and bonding forms of social capital in this dot.org era of faith.     

Public Scholarship and Community Engagement in Building Community Food Security: The Case of the University of Kentucky

The current call for public scholarship and community engagement by universities and disciplinary organizations has created opportunities to develop innovative ways to integrate research, instruction, and outreach. This article discusses a collaboration among scholars at the University of Kentucky and alternative agrifood movement organizations that has evolved as they pursue an alternative agrifood system in Kentucky. This collaboration made instructional programs in sociology and the honors world food issues track places in which both students and instructors can examine “problems” of the conventional agrifood system, conduct research, and develop collaborative relationships with community activists. We draw on Burawoy's discussion of public sociology and its interface with professional, critical, and policy sociologies. Supplementing our discussion with literature from social movements and science studies, we demonstrate how this integrated approach can render sociological knowledge and skills useful as critical support of alternative agrifood movements. We argue that the “experiential classroom” is an excellent site for the critical examination within the agrifood movements of oppositional culture. This, in turn, makes possible students' recognition of injustice in the existing agrifood system.     

Schools of Social Work Contribution to Community Partnerships: The Renewal of the Social Compact in Higher Education

ABSTRACT

Embracing the concept that the social compact between university and community can provide a cornerstone for true social change. This article details how partnering with outside organizations in collaborative relationships can help fulfill higher education's obligation to educate for the good of a democratic and learned populace. Often the social conscience of a university, schools of social work can serve as leaders in the development or facilitation of university and community partnerships to address or intervene in areas of social need. One research institution of higher education provides successful examples.     

Leadership Dimensions,the Critical Link for the Evolution of Collaboration

Abstract

This article traces the history of one community's efforts to coordinate services to address family violence. The current mazeof organizations in communities is overwhelming to the professionals who work in them, the political leaders who authorize them, the foundations and United Ways who fund them, and, most assuredly, to the persons for whom the various organizations were established. A review of the literature on coordination and collaboration is included as well as a discussion of leadership challenges during the various stages in the evolutionary process to provide confidential, culturally sensitive, comprehensive, accountable, and user-friendly community social service systems.     

Doing Good,Public Good,and Public Value

In this article, using multiple illustrative case examples, we demonstrate that philanthropic institutions are in the business of creating public value. In framing the work of philanthropy more broadly to include the process of public value creation, philanthropic institutions and leaders are challenged to be more strategic not only in their mission‐fulfillment grant‐making with nonprofit organizations but also in the way they stimulate and encourage collaboration, create the “third space” necessary to incubate ideas to transform society, and leverage resources to increase the return on their investments toward system‐wide change. The implications for philanthropic actors and institutions suggest that the strategic contributions they make toward creation of public value are those that go beyond transactional performance measures, such as number of dollars spent or clients receiving services, to include ways that their investments are amplified by meaningful partnerships with nonprofit and other organizations, changed behaviors of institutions and individuals, and transformative public policies.     

Critical standpoint: Leaders of color advancing racial equality in predominantly white organizations

Organizations are often core sites for the production and perpetuation of social inequality. Although the United States is becoming more racially diverse, organizational elites remain disproportionately white, and this mismatch contributes to increasing racial inequality. This article examines whether and how leaders of color within predominantly white organizations can help their organizations address racial inequality. Our analysis uses data from a national study of politically oriented civic organizations and ethnographic fieldwork within one predominantly white organization. We draw on institutional work research, the outsider‐within concept, and insights from critical whiteness theory to explain how leaders of color can use their position and “critical standpoint” to help guide their organization toward advancing racial equality. The qualitative analysis shows how such leaders, when empowered, help their organization address race internally by (a) providing alternatives to white‐dominated perspectives, (b) developing tools to educate white members about racial inequality, and (c) identifying and addressing barriers to becoming a more racially diverse organization. The qualitative analysis also shows how leaders of color help their organization address race externally by (a) sharing personal narratives about living in a white‐dominated society and (b) brokering collaborations with organizations led by people of color. This research has implications for organizations seeking to promote social equality: Organizational leaders from marginalized status groups can help their organizations address social inequality, if those leaders possess a critical standpoint and sufficient organizational authority.     

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.     

Social Entrepreneurship in Communities

The United States ranks low on many measures of population health. In addressing this societal problem, nonprofit health conversion foundations are emerging as important, local social entrepreneurs. We investigated the processes by which these organizations create and implement locally situated innovative approaches to promote health and wellness. Using an inductive, qualitative approach, we identified central themes by which conversion foundations, as social entrepreneurs, developed collaborative solutions to health. We found that they defined the social problem, generated social capital in the community, and educated potential partners. These mechanisms helped build a groundwork for collaboration among community actors. Conversion foundations then convened partners with complementary competencies to develop creative solutions. This research contributes to the literature on social entrepreneurship and nonprofits by expanding understanding of how foundations can foster community collaborations to develop innovative solutions to social problems. Further, this study sheds light on the activities and processes of nonprofit health conversion foundations as actors with the potential to improve population health.     

Interorganizational network portfolios of nonprofit organizations: Implications for collaboration management

Increasingly, nonprofit organizations engage in interorganizational collaboration to address large‐scale social problems. Scholarship typically focuses on the characteristics of both within‐sector and cross‐sector partnerships of two collaborating organizations or all partnering organizations involved in a collaboration, but we know little about the patterns of interorganizational relationships that single nonprofit organizations maintain. This research draws upon surveys from 452 nonprofits and introduces nonprofit network portfolios, which we define as the number, integration, intensity, and duration of relationships that nonprofits purposefully develop with other organizations. Using 12 network measures, Ward cluster analysis revealed three distinct network portfolios: restricted within‐sector (n = 319, 70.58%), which included limited collaboration and prioritized within‐sector partnerships; robust within‐sector (n = 80, 17.70%), which included more nonprofit partnerships than restricted within‐sector portfolios; and cross‐sector (n = 53, 11.72%), which had a rich assemblage of integrative partnerships with nonprofits, businesses, and government agencies. Further, nonprofits that maintained each type of portfolio differed in their revenue and social mission, suggesting these factors are related to the types of collaboration that nonprofits maintain. This study makes contributions to existing research on interorganizational networks and cross‐sector collaboration and suggests practical and policy implications for nonprofit network management.     

Traits of Leaders of Rural Non-governmental Organisations as Predictors of Collaboration Between NGOs and Rural Gmina Offices: Voices from Central Poland

Collaboration between non-governmental organisations (NGOs) and public institutions, in accordance with the new public governance model, may contribute to actions by such organisations on behalf of both the co-production and co-construction of social services. The aim of this article is to assess the role of selected traits of NGO leaders in determining the chances of collaboration between NGOs and rural gmina offices in central, post-socialist Poland. The authors present the results of studies on selected subjective determinants of such collaboration, in which 104 leaders of NGOs from 29 rural gminas participated. Five independent research tools were implemented. Logistic regression analysis was used to assess the role of selected traits of NGO leaders in determining the potential for collaboration between NGOs and rural gmina offices. The final model indicates that the potential for collaboration between an NGO and a rural gmina office increases alongside higher levels of education, social competences and locus of control and decreased control ideology among NGO leaders. On this basis, the authors formulate practical conclusions concerning the education of leaders of rural NGOs in post-socialist Poland.

     

How to foster employee quality of life: The role of employee performance management and authentic leadership

Although employee performance management (EPM) enhances performance, the effects that these systems have on employee quality of life remain unclear. Such information is particularly relevant for ‘vulnerable’ workers, whose employment situation has the potential to alter their social and economic position in life. Based on data gathered from 111 leaders and 547 vulnerable workers in 36 social profit organizations, multilevel regression analysis demonstrates that EPM is related to vulnerable workers’ quality of life. Moreover, authentic leadership and psychological empowerment buffer the negative relationship between EPM and vulnerable workers’ quality of life. These findings imply that organizations that employ vulnerable workers need authentic leaders to foster a positive impact not only on performance through EPM but also on vulnerable workers’ quality of life. In addition, organizations can also pursue vulnerable workers’ psychological empowerment by providing tasks that are meaningful to them and in which they experience self-efficacy to reduce the potential negative effects of EPM on vulnerable workers’ quality of life.     

Building relational capital: The contribution of episodic and relational community engagement

In this study, we provide evidence of the theorized connection between community engagement and the development of social capital, and the perceived value or worth of relationships among organizations and stakeholders. Using thematic analysis to understand the policy and practice frameworks of community engagement in Australian local government organizations, our analyses reveal two different types of community engagement—relational and episodic—each of which has the potential to contribute to relational dimension of social capital. The study introduces and develops new thinking around the ideas of episodic and relational engagement within the context of community engagement, and their respective contributions to the development of relational capital. Recognizing and identifying episodic and relational community engagement as separate phenomena allows researchers and practitioners to understand the theoretical dimensions of community engagement as a framework for practice.     

Community Economic Development Strategies in Rural Washington: Toward a Synthesis of Natural and Social Capital*

Abstract Routes to economic development attract considerable attention in community and rural sociology. Social scientists draw increasingly on studies of social capital and environmental surroundings as they examine the factors that facilitate and inhibit economic development. However, few empirical analyses exist that analyze the impact of the combination of social infrastructure and natural capital on different forms of economic development such as on industrial recruitment and self‐development. Using data collected from six communities in Washington State, the interaction of a community's social infrastructure and natural capital on industrial recruitment and self‐development efforts is examined. Results suggest that while natural capital positively impacts a community's successful recruitment of outside industries, it is not significant for a community's level of self‐development. However, a community's social infrastructure, measured by the existence of active civic organizations, local businesses that support local community projects, community‐wide fund‐raising capacity, and extra‐local linkages to nearby communities, state, and national agencies, positively affects both industrial recruitment and self‐development. These findings illustrate the need for communities and local activists to carefully weigh their advantages and potential shortcomings when deciding on an economic development strategy.     

Community as a factor in implementing interorganizational partnerships: Issues,constraints, and adaptations

This article reports findings from a community‐based study of collaboration among seven nonprofit human service agencies in a very low‐income urban neighborhood. The project, funded by a federal demonstration grant, was developed to prevent child abuse and neglect as an alternative to the existing public child welfare system. Findings suggest that privatization, funding uncertainties, and community‐level factors posed external stressors that constrained executives' ability to collaborate. The article identifies five key stressors, analyzes how each constrained the partnership, and then discusses specific adaptations made by executive leadership in political, technical, and interpersonal areas that facilitated strategic adjustment and realignment in a very complex interorganizational arrangement and set of relationships. Finally, implications are drawn for nonprofit managers, social policy, and nonprofit research.     

A Comparison of Foster Care Outcomes Across Four Child Welfare Agencies

ABSTRACT

A post-discharge outcomes interview for alumni of foster care was designed by four peer foster care agencies. Across all four agencies, 222 alumni were interviewed six months after being discharged from foster care services. Outcome domains, based on common measurement practices in child welfare and on social validation studies, include type of living environment (e.g., restrictiveness), placement stability, homelessness, school performance, employment, self-sufficiency, aggression, criminal behavior, substance use, relationships, community involvement, protection from harm, satisfaction, and impact of services. Results of the outcomes were compared to nationally sampled studies of children not in care. Generally, alumni reported positive outcomes across the various domains. The type of foster care, length of care, and age of alumni influenced the results. Implications for expanding this study to establish national benchmarks for outcomes, service use, and cost in foster care conclude the article.     

Merging nonprofit organizations: Analysis of a case study

This article presents a case study of merging among nonprofit organizations that provide social and community services. The study sheds light on the dynamics and problems of merging nonprofit organizations, whose espoused ideology focuses on promoting the well-being of their clients. The author describes and analyzes a merger in metropolitan Jerusalem, Israel, and highlights the potential problems that may ultimately undermine its success. This merger is the outcome of an ongoing power and political struggle. The analysis focuses on the organizational ideologies and culture as well as the strategies and structure of the merging organizations. In addition, the author deals with the underlying motives for merging, the driving and restraining forces, and the implications of merging nonprofit community services organizations with other social and human services organizations.     

Latino Faces,Corporate Ties: Latino Advocacy Organizations and Their Board Membership

Although they have increased exponentially since the 1960s, social scientists know little about ethnic advocacy organizations. These nonprofits are important bridges between underresourced communities and mainstream funding organizations and their directors are established ethnic leaders. Sociologists study interlocking directorates—or shared board membership—to understand how organizations fit together within broader social networks. Network concepts, particularly the theory of institutional isomorphism, suggest that organizations are likely to be similar to the extent they are connected and operate within a common organizational field. We apply this logic to Latino advocacy organizations to examine the underlying source of cohesion across this ethnic field. We ask whether the organizations are tied by interlocking directorates of ethnic elites who sit on their boards of directors or if board members' common affiliation with other elite institutions creates the structural conditions that facilitate potential ideological or behavioral similarity. A social network analysis of five prominent Latino advocacy organizations reveals support for both hypotheses: Latino board members are both embedded in ethnic‐based networks and entrenched within elite organizational webs. This suggests that ethnic elites who sit on the boards of Latino advocacy organizations are also corporate elites, selected for the social capital they bring to these nonprofits.     

Collaboration Among Rural Nonprofit Organizations

Collaboration has received strong impetus in recent years. Service providers face greater expectations that they will share human and financial resources with other organizations, conduct joint planning, and devise other ways to break down organization barriers. This article analyzes collaborative practices among nonprofit organizations in rural southern Illinois and the Mississippi Delta. Environmental factors present in rural areas suggest that collaboration may be difficult to accomplish. Clients are scattered over a large geographic area, they are hard to contact because of transportation problems, community financial resources are limited, staff salaries are low, and some rural populations resist service offerings. Despite these difficulties, nonprofits in the two rural regions do engage in significant collaborations, and their leadership shows strong commitment to partnering with other organizations. Certain characteristics of the rural environment actually facilitate collaboration.