Saving the Moral Capital of NGOs: Identifying One-Sided and Many-Sided Social Dilemmas in NGO Accountability

The literature on nonprofit management has embraced the concept of “accountability” to target urgent challenges related to NGO probity and integrity, and there have been attempts in the literature to use rational-choice-based governance approaches to solve them. Although the existing principal–agent frameworks provide important insights, they are limited to the analysis of financial relationships between NGOs and donors. We contribute to the literature in developing a comprehensive rational-choice-based governance approach to analyze all stakeholder relationships of NGOs. Applying the research program of ordonomics, we unpack two fundamental interaction problems: (a) the “stakeholder dilemma” between the NGO and a single accountability holder as a one-sided social dilemma and (b) the “competition dilemma” among rival NGOs as a many-sided social dilemma. We show that improving NGO accountability in relation to intended beneficiaries, peer organizations, and the general public also requires identifying the underlying governance problem as a competition dilemma focusing on collective self-regulation as a solution.     

A New Agenda for European Charity: Catholic Welfare and Organizational Change in France and Germany

Case study research from France and Germany reveals that Catholic welfare is revising its mission and its methods. Central points are a different approach to voluntary participation, new public relations, and a rearrangement of public-private partnerships. As a result, Catholic welfare has become activated in both countries. While the shrinking of the overall influence of Catholic charity seems inevitable, there is more creative agency, and less programming by the old stakeholders. The national paths of change, however, differ in that Caritas, defending its service approach, is confronted with a process of de-institutionalization while Secours catholique, though giving particular emphasis to voluntary action is entering into further institutionalization.     

How do social work novices and experts solve professional problems? A micro-analysis of epistemic activities and the use of evidence

Evidence-based practice in social work is an intensely debated topic, with many differing perspectives on how it should be done. However, we know surprisingly little about how social workers actually engage in professional problem-solving and about the knowledge base of those processes. To shed light on this topic of social work expertise, we present a novel model of scientific reasoning and argumentation and investigate how experts and novices differ in the reasoning processes they engage in as they are confronted with social work problems. Vignettes were used to capture reasoning processes, and the corresponding verbal data were then analysed. In this study, 26 probation officers and 22 social work students participated. The findings show that experts differ from novices with respect to both their knowledge bases and the epistemic activities in which they engage. Furthermore, a cluster analysis revealed three common problem-solving strategies: evidence-based solution seeking (15 experts and 15 novices), shared problem-solving (8 experts) and explanation seeking (1 expert and 7 novices). The results indicate the need to improve the practical problem-solving skills of students through situated teaching methods.     

Networking Enforced – Comparing Social Services' Collaborative Rationales across Different Welfare Regimes

Collaboration and networking are ubiquitous, versatile features of social service provision in most Western countries. However, it is an open question whether networking means and entails the same across countries. Comparing regulatory frameworks in three jurisdictions representing distinctive ‘worlds of welfare services’ – Germany, Norway and Quebec – this article aims at eliciting the normative rationales that underpin and inform local service networks in child welfare and protection (CWP) systems. In Norway, where services are little diversified and largely insular, networking appears as a way of opening up for greater organizational plurality, within and beyond the public sector realm. In Germany in contrast, where services are highly pluralized and fragmented, networks are seen as an instrument for streamlining complexity. As for Quebec – an intermediate case in some respects – networking is envisioned as a catalyst for aligning two co‐existing service streams and mitigating the child protection–family support divide. Interestingly, in all three places, networking is now being enforced through similar highly formalized, top‐down regulatory provisions, even though the intended directions of change differ markedly. This has implications for CWP policy as well as research on networks at large.     

Handlungszuschreibung und Situationsdefinition

Action as meaningful behavior and action as an attributional category are usually understood to represent competing concepts of action. In contrast, the present paper argues that the sociological theory of action should include both views. One main reason is that the concept of social action does not only rely on the social actor’s own meaningful behavior but requires him or her to interpret the behavior of the other(s) as action and thus implies the attribution of action. Attributed actions are not just imagined actions. Rather, when attributed actions become the social actor’s reference point for his own actions, they gain a reality of their own. Especially when the attribution of action takes place within the frame of reference of intersubjective definitions of the situation, attributed actions tend to gain such a reality of their own. This effect is connected with two different forms of intersubjective definitions of the situations: those who are commonly shared and those who are effectively enforceable. Additionally, the paper distinguishes between two modes of attributing actions: attribution of reasons and attribution of causation. Using these both distinctions, the paper analyses different ways of how attributed actions come into effect within social action.     

Similarity perceptions in investor reactions to acquisition announcements

We contribute to an improved understanding of investor reactions to acquisition announcements by building on the recent research in cognitive psychology that distinguishes between the following two types of cognitive similarity assessments: taxonomic and thematic similarity. We theorize and find that investor reactions to taxonomic acquisitions, where synergies are easier to comprehend, are generally more positive than investor reactions to thematic acquisitions, which require higher cognitive processing. We argue that this effect is driven by the cognitive processing of investors, instead of “true” synergy, since the more negative announcement returns for thematic deals reverse a few days after the announcement, converging with the announcement returns of taxonomic deals. Moreover, we find that attempts by the acquiring company to help investors assess thematic acquisitions do not seem to be effective at eliminating this effect and instead appear to aggravate investor suspicion. Overall, our findings contribute to the emerging behavioral perspective of investor reactions to acquisition announcements.     

How new leaders affect strategic change following a succession event: A critical review of the literature

In this study we review literature on leaders' impact on strategic change in the context of CEO succession events. We critically examine the progress made by research within the field focusing on four questions: WHY, WHAT, HOW, and WHEN. WHY addresses the theoretical arguments put forth in the literature to explain the phenomenon of post-succession strategic change. WHAT addresses the contingency factors that have been argued to affect leaders' impact on strategic change in succession contexts. HOW addresses the way, in which strategic change manifests itself within firms. Finally, WHEN addresses the temporal dimension of strategic change. Overall, we find that although research on the leadership succession strategic change (LSSC) relationship is immature with attention being focused on only few theoretical explanations and research questions, it is indeed evolving. We find need for improvements to theory, research questions pursued, and methodology and offer several opportunities to extend the literature along these needs.     

Processing Institutional Change in Public Service Provision

With the proliferation of New Public Management (NPM) worldwide, public service providing agencies are increasingly expected to operate in a business-like manner and exposed to ‘competing institutional logics’. Exploring the German hospital sector, this article shows that this is processed within two areas of collective action simultaneously: at enterprise-level and at the regulatory infrastructure of the organizational field. In both places, ‘institutional work’ takes place, albeit differently. With emerging tensions, trial-and-error strategies (deployed by individual hospitals) and mitigating (regulatory) measures engender a nervous cohabitation of the two logics, endangering potentially the sector’s public mission in the long term.     

Herbert Sukopp – an inspiring pioneer in the field of urban ecology

Urban Ecosystems - Urban ecology is a well-established integrative discipline with many historical roots. One of the eminent pioneers of urban ecology is the German ecologist Herbert Sukopp, who...