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.     

Relational Management Mechanisms for Strategic Alliances Among Nonprofit Organizations

This study employs a qualitative multiple-case study to explore relational management mechanisms for strategic nonprofit alliances (NPAs) formed by at least 3 nonprofit organizations by examining collaborative relationships among farmers associations in Taiwan. We explore these mechanisms by analyzing case data from four strategic cooperation characteristics, which can best explain NPAs. To effectively sustain partnerships, our findings suggest that an NPA applies acceptable collaborative rules and regulations, common standard procedures, symmetric information and communication, and capability building and corrective measures when cooperation involves high input commonality. The results also suggest empowerment for partners with deeper input commitment to direct decisions on resource distribution and utilization when collaborative ties involve low input measurability. Regarding high output commonality, we advise NPAs to enforce common output quality control, efficient substandard-output treatment, and external incentives as mechanisms to encourage partners for continued commitment. If relationships involve low output measurability, our findings suggest that NPAs heighten partners’ voluntary motivation for the common good, with goal-achievement assessment measures, professional certification by external experts, and acceptable and reasonable benefit-sharing methods     

A Review of Models for Measuring Organizational Effectiveness Among For‐Profit and Nonprofit Organizations

Induced by unprecedented growth, invasion of for‐profit organizations in the nonprofit domain, and high‐profile cases of mismanagement in the nonprofit sector, a recent surge in the literature suggests ample opportunities for research to compare the organizational effectiveness of for‐profit and nonprofit organizations. This article presents a literature review of nonprofit organizational effectiveness from which four models of organizational effectiveness are selected. These models are discussed and analyzed because they apply to both for‐profit and nonprofit organizations.     

Stability and Change in Nonprofit Organizations: The Volunteer Contribution

This paper reports on a study of the microprocesses of stability and change in a nonprofit welfare organization in Australia. We position volunteering and voluntarism as core constitutive phenomena in and of nonprofit organizations and the nonprofit sector more generally, and examine volunteer agency in action. Developing a model drawn from neoinstitutional theory and adopting an ethnographic approach, the paper illustrates theoretically and empirically how volunteers create and revise institutional orders operative within organizations in ways hitherto poorly articulated and understood.     

What Conferences Accomplish for Social Change Organizations

ABSTRACT

Conferences allow activists and their supporters to share information, seek out technical help and create supportive networks. At conferences, participants discuss the values that guide their work and by doing so agree on a shared meaning of their social change organizations. Conferences are focusing events that help create a social movement.     

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.     

Contextual Factors and Negotiating Spaces: Exploring the Emergence of Nonprofit and Hybrid Voluntary Organizations

The emergence of nonprofit organizations has largely been explained by the prevalent “three failures” theory. However, evidence suggests that such theories fail to capture a variety of contextual nuances that may influence nonprofit formation. In particular, these theories have remained relatively silent about the emergence of hybrid voluntary organizations. This article posits the notion that some nonprofit organizations (for example, hybrid voluntary organizations) emerge through cross‐sector negotiations, amid a number of social, policy, and political contextual complexities. We contend that any theory purporting to explain the emergence of nonprofit organizations should not neglect to account for the role contextual factors play in defining their emergence and their subsequent character and function.     

Evidence‐Based Management: Implications for Nonprofit Organizations

The article reviews evidence‐based management and its implications for practice and teaching. My focus is on strategic decision making in nonprofit organizations. Evidence‐based management is a process that includes framing the question, finding evidence, assuring accuracy, applicability, and actionability of evidence until the evidence is the best available.     

Recruitment and Retention of Referees in Nonprofit Sport Organizations: The Trickle-Down Effect of Role Models

The recruitment and retention of voluntary referees is challenging for nonprofit sport organizations. This study examines the trickle-down effect of role models on the retention of already active referees and the recruitment of new referees in German football (soccer). Secondary panel data on the number of referees and role models (i.e., referees promoted to the status of a Bundesliga or FIFA referee) were collected for the 21 regional football associations. The regression results show that the presence of role models has a statistically significant and positive effect on the number of existing referees. The number of new referees is positively affected by referees who were promoted to the status of a first Bundesliga referee, but not by those promoted to the status of a FIFA referee. The findings suggest that nonprofit sport organizations should capitalize on the effect of role models to a greater extent.     

Collaboration Between Nonprofit and Business Sectors: A Framework to Guide Strategy Development for Nonprofit Organizations

Collaboration between nonprofit and business sectors is widely regarded as a value creation process that benefits society, business, and nonprofit organizations (NPOs). This process, however, has rarely been considered from a nonprofit perspective. In this paper, we discuss a new framework to assist NPOs in developing strategic collaborations with businesses. We argue that, by being strategically proactive rather than reactive to what businesses might offer, NPOs can increase the scale of their cross-sector collaborations and thus enhance their sustainability. Implications for research and practice are discussed.     

A Collaborator Profile for Executives of Nonprofit Organizations

This study involving ninety‐two nonprofit executive directors who engaged in separate interorganizational collaborations investigated the relationship between a select number of individual characteristics (personality and demographic) and perceived collaboration outcome (successful or unsuccessful). The collaborator profile that resulted suggests that directors who are predisposed to perceiving their respective collaborations as successful are extravert, feeling males who have high role ambiguity and low role boundary occupational stress. Given the increasing need for nonprofit organizations to collaborate with other organizations, it is important for nonprofit executives and their boards to be cognizant of some key factors that can lead to successful interorganizational collaborations.     

Assessing Value Differences Between Leaders of Two Social Venture Types: Benefit Corporations and Nonprofit Organizations

This study considers key value differences between leaders of two types of social ventures: for-profit social benefit corporations and nonprofit organizations. The research question asks to what degree the value sets of leaders of benefit corporations are congruent with those of similarly situated individuals in nonprofit organizations. The results show the values of leaders working in benefit corporations and nonprofit organizations are in many ways aligned, but there are notable statistical differences. A sectoral association of values is also present with employees in both types of organization, especially when the previous work experience of employees is considered.     

Toward an Understanding of Founder's Syndrome: An Assessment of Power and Privilege Among Founders of Nonprofit Organizations

On the subject of stewardship, Block (1996, p. 47) writes, “Stewardship not only affects the use of power, but it also confronts the way we hold privilege.” He also states, “Holding on to privilege is an act of self‐interest, the antithesis of service and stewardship.” As Block uses it, the term privilege denotes a class structure within governance settings, and self‐interest refers to using one's power (through the exercise of privilege) to ascertain an objective that may not be in accord with others'.     

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.     

Ethical Climate in Nonprofit Organizations: Propositions and Implications

The authors discuss a number of variables that may influence the perception of ethical climate in the nonprofit sector, including individual, organizational, and significant other (peers, coworkers, and superiors) variables. The basis of this discussion is the model developed by Agarwal and Malloy (1999) identifying a framework for nonprofits that is distinct from the for‐profit orientation. The authors provide ten propositions and discuss their implications.     

Legitimacy,Worthiness, and Social Network: An Empirical Study of the key Factors Influencing Crowdfunding Outcomes for Nonprofit Projects

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations - Crowdfunding opened up new opportunities for nonprofits to mobilize resources in the increasingly competitive world....