NGOs’ Resource Capacity Antecedents for Partnerships

Nonprofit organizations strive for continuous improvement in their programs’ effectiveness and sustainability, service efficiency, and accountability. Typically, managers face the need to attain these objectives despite limited or declining resources. For that reason, collaboration with other organizations has become an increasingly favored tactical strategy. However, even with the extensive literature on collaboration, there is a lack of empirical testing of elements or characteristics essential to collaboration. Using survey data from environmental organizations, we find that organizations that have sufficient human resource capacity, more technological resources, and employ females at the leadership level would more likely seek collaboration than would other organizations. Organizations that generate higher internal revenues are less likely to seek collaboration.     

Improvisational choreography in teleservice work

This naturalistic study of the ordinary work practice of sales representatives employed by the call centre of a large office-equipment company focuses on the actions of those sales reps during their calls with customers. We show how this work performance is organized through an improvisational choreography of action involving not only the turn-by-turn interchange with customers on the telephone but also the concurrent utilization of a variety of tools and artefacts. While 'improvise' and 'choreograph' may appear to be conceptually incongruent, our analysis demonstrates that even though these teleservice workers recurrently fabricate their actions out of materials and means that are conveniently on hand, the convenience is often carefully arranged to afford such extemporaneous composition. Finally, we conclude from this analysis that the traditional topics of 'work routines' and 'routinization' need to be respecified in order to take into account how any 'routine' is a contingently produced result (and in this centre, a craft-like performance).