| Abstract: | Although a number of valuable models of central‐local relationships in the nonprofit sector have been developed, particularly in relation to federal structures, there has been a tendency to assume that in any given organizational relationship central‐local structures will follow one common pattern. We argue that wider strategies are available: central dependency along one dimension may run with greater local autonomy along another. Such mixed tight‐loose structures may be of considerable importance in the “boundaryless” organizational environment of the future. |
