bluuebunny/crossref_metadata_2025_split huggingface dataset:
The supply of volunteer labor: The case of hospitals
Authors: Wolff Nancy , Weisbrod Burton A. , Bird Edward J. 
Published: July 2007

AbstractLittle is known about the labor market for volunteers, but even less is known about the supply of volunteers to particular industries. This article examines the supply of volunteer labor to one industry, hospitals, and the choices that volunteers make among hospitals with different ownership attributes. Survey data of volunteers at four hospitals located in Madison, Wisconsin, are used to estimate the importance of a number of factors influencing people's willingness to volunteer at hospitals. We found that job opportunities in the labor market and tax rates affect the supply of volunteers. We also found that volunteers are not indifferent to the type of hospital at which they volunteer; a federal government hospital, a nonprofit state‐owned teaching hospital, and other nonprofit hospitals were not perfect substitutes in the eyes of individual volunteers in our study.
A guide to journal articles on strategic management in nonprofit organizations, 1977 to 1992
Authors: Stone Melissa Middleton , Crittenden William 
Published: July 2007

AbstractThis article is a guide to over a hundred journal articles on strategic management in nonprofit organizations, published from 1977 to 1992 in nineteen leading general management or nonprofit journals. The guide provides brief summaries of articles, organized into widely accepted strategic management topic areas and research categories. The article indicates areas where substantial foundations of knowledge exist and where such bases are lacking. It distinguishes between works on general nonprofit management and those on empirical research.
The maturity of corporate giving and its long‐term consequences
Authors: Smith Hayden W. 
Published: July 2007

AbstractThis article, which is based on the author's experience with corporate giving programs, discusses the principal impediments to large‐scale corporate giving prior to World War II, traces the growth of corporate contributions over the past fifty years, and suggests that the procedures and practices now used by most of the largest public companies are evidence of a high degree of maturity with respect to corporate giving. Certain contributions procedures that are now common among major companies are described, together with some of the consequences of these developments for nonprofit organizations.
An overview of the literature on community development corporations
Authors: Berger Renee A. , Kasper Gabriel 
Published: July 2007

Abstract[The community development] movement, largely invisible to the society at large, is quintessentially American. It mirrors the qualities of our society that so impressed Alexis de Tocqueville in the 1830s: our penchant for innovative civic association, our belief that individuals can bring about change, our openness to risk taking and to bridging lines of class, ideology, and party. CDCs, in their quiet way, have become a major component of corrective capitalism; in this free‐enterprise nation they are finding ways to open doors to classes and individuals otherwise excluded from the American dream.
Creating trust with major donors: The service encounter model
Authors: File Karen Maru , Prince Russ Alan , Cermak Dianne S. P. 
Published: July 2007

AbstractAlthough the wealthy individuals who create charitable trusts exert considerable influence on the $123 billion of charitable giving, very little is known about this segment. Aside from data about the size of donations and emerging information about their motivations, the philanthropic and marketing literature is largely silent on issues surrounding major philanthropic acts. For example, what aspects of the service encounter catalyze support and create a successful experience? What are the prior constituent, voluntary, and donor behaviors of individuals who create trusts exceeding $1 million? What support is required from nonprofit and external legal and financial advisers? This article provides a model of the trust creation process framed by insights from the services marketing literature, documents the process empirically, and draws out implications for nonprofit resource development.
Culture and human resources management: Selecting leadership in a nonprofit organization
Authors: Golden‐Biddle Karen , Linduff Harry A. 
Published: July 2007

AbstractThis article examines the influence of culture in a nonprofit organization on a major human resources management decision: the selection of a new leader. Specifically, this article investigates the recent selection of the national executive vice president (known as EVP, the highest‐ranking, paid staff member) in the American Cancer Society and details how three particular aspects of the culture influenced the structure, process, and outcome of the selection decision.
Fiscal management in government‐funded nonprofit organizations: An exploratory study
Authors: Haas Peter J. , Giambruno John 
Published: July 2007

AbstractNonprofit human services organizations are playing an increasingly important role in the implementation of government programs. Yet little is known about how the fiscal affairs of these organizations are managed. This article explores the fiscal and budget practices of a group of affiliated nonprofit human services organizations in the western United States in an effort to provide a preliminary assessment of the capacities of these organizations, which have become so critical to the execution of public policy. The findings demonstrate that the organizations surveyed are making widespread use of many sophisticated management tools and methods in their budget processes.
Outstanding leadership in nonprofit organizations: Leadership competencies in Roman Catholic religious orders
Authors: Nygren David J. , Ukeritis Miriam D. , McClelland David C. , Hickman Julia L. 
Published: July 2007

AbstractEffective leadership is essential for nonprofits to focus their energies beyond survival and toward accomplishment of their unique missions. This article describes a study of the leadership competencies of a sample of outstanding and typical leaders of Roman Catholic religious orders. The authors present a framework for understanding the characteristics that define excellence in the leadership of nonprofits.
Interdepartmental relations and voluntary organizations: An exploration of tensions and why they arise
Authors: Mackeith Joy 
Published: July 2007

AbstractThis article explores the nature of interdepartmental relations in voluntary organizations, looking, in particular, at the relationship between fundraising and service‐providing departments. The findings indicate that the relationship between these two departments can be problematic, and the sources of tension between them are outlined. The author examines the question of why tensions arise. The fact that, for the voluntary organization, the needs and preferences of the service funder and the service recipient can be very different may be part of the explanation. Finally, the implications of the findings for our understanding of the role of voluntary organizations and the strategies they adopt are explored.
Local development agencies: Supporting voluntary action
Authors: Osborne Stephen P. , Tricker Mike 
Published: July 2007

AbstractThis article examines the role of local development agencies (such as Rural Community Councils and Volunteer Bureaux) in developing and supporting local voluntary action. It finds these agencies equipped with the potential to make a significant contribution to their communities, in particular by taking on a strategic role as catalysts for service development. The article ends with a series of recommendations both for the management of these agencies and for the roles of central and local government in supporting them. Taken together, these recommendations specify the preconditions for the successful realization of this potential of local development agencies.
Religious giving in the united states
Authors: Hoge Dean R. 
Published: July 2007

AbstractResearch on religious giving in the United States contains several important lessons. Denominations differ immensely in their giving levels, with conservative Protestants giving the most, liberal Protestants giving at moderate levels, and Catholics giving the least. Personal religious commitments and the level of one's disposable income are the main determinants, but, in addition, interpersonal factors produce a strong skew in the amounts given. Annual pledging and deliberate planning of giving have clear effects.
Improving direct mail fundraising through segmentation research
Authors: Grande Carmine A. , Vavra Terry G. 
Published: July 2007

AbstractCurrently, fundraising for medical research (and most other charities) seems to be conducted more on the basis of intuition or trial‐and‐error guesswork than it is guided by strategic planning. The efficacy of segmentation research is examined, from the more traditional demographic segmentation techniques to newer segmentation schemes, including motivational segmentation and “geodemographic” segmentation. The methods are compared on their ability to identify active, high‐value donors and generate insights to help formulate more effective appeals from the better understanding of donor groups provided by the segmentation results.
Board members' influence on the government‐nonprofit relationship
Authors: Harlan Sharon L. , Saidel Judith R. 
Published: July 2007

AbstractThis study examines whether, how, and under what conditions nonprofit boards of directors influence the government and voluntary sector relationship. The survey responses of executive directors and board presidents in a randomly selected sample of 400 nonprofit organizations indicate that boards are not bystanders in the contracting relationship with government. Rather, many boards play multiple roles, simultaneously enhancing interdependence and maintaining the boundary between state government and nonprofits.
Is there a third way? a comparative analysis of how the law treats workers in the nonprofit, private‐for‐profit, and public sectors
Authors: Cole Michele T. 
Published: July 2007

AbstractWe know that personnel are often the nonprofit's greatest resource as well as its major cost. We know too that how well that resource is managed is the key to the organization's success; but, how much do we know about how to manage personnel in the third sector? Is there a “third way”—distinguishable from human resource management in the private‐for‐profit sector and different from personnel management in the public sector?
Fundraising: From art to science
Authors: Buchanan Robert W 
Published: July 2007

AbstractPrinciples of Professional Fundraising: Useful Foundations for Successful Practice, by Joseph R. Mixer. San Francisco: Jossey‐Bass, 1993. 275 pp.Finding Funding: The Comprehensive Guide to Grant Writing, by Daniel M. Barber. Long Beach, Calif.: Bond Street, 1994. 209 pp.
Corporate philanthropy: Gift or business transaction?
Authors: Lombardo Barbara 
Published: July 2007

AbstractMuch of the terminology and behavior surrounding corporate philanthropy reinforces the perception of it as a form of business transaction, rather than gift exchange. While the analogy to a business transaction is accurate in many ways, this article illustrates what is lost by avoiding the metaphor of the gift in reference to corporate philanthropy. By exploring the cultural meaning behind the gift‐exchange relationship, the author reveals the social functions of gift exchange in corporate philanthropy. Language that avoids this strong parallel deprives us of provocative insights into corporate philanthropy as a modern extension of complex relationships among individuals and institutions that have been practiced throughout history. The author develops these parallels in order to counterbalance the trend toward treating and thinking about corporate philanthropy strictly as a business transaction.
In search of common ground about the commons
Authors: Krashinsky Michael 
Published: July 2007

AbstractThe Commons: New Perspectives on Nonprofit Organizations and Voluntary Action, by Roger A. Lohmann. San Francisco: Jossey‐Bass, 1992. 344 pp. $34.95.Governing the Commons: The Revolution of Institutions for Collective Action, by Elinor Ostrom. New York: Cambridge University Press, 1990. 280 pp.
The major gift donor relationship: An analysis of donors and contributions
Authors: Lindahl Wesley E. 
Published: July 2007

AbstractSecuring major gifts for nonprofit organizations can involve considerable cost. This study examines the relationship developed between 233 major gift donors and the development office at Northwestern University over a five‐year period. The results show that the cultivation and solicitation process is usually long, measured in years rather than months, and the extent of the effort varies by type of donor and category of gift. Vignettes describing one of the relationships from each of the five most important categories are presented.
Do profits “crowd out” donations, or vice versa? the impact of revenues from sales on donations to local chapters of the American Red Cross
Authors: Kingma Bruce R. 
Published: July 2007

AbstractThis article examines the relationship between donations to the American Red Cross and the profits, sales, costs, and prices of health and safety classes offered by local chapters. Two important questions are examined: Do profits from sales of services “crowd out” donations to local chapters of the American Red Cross? Do managers respond to changes in donations by changing prices, output, or costs of saleable services? The results suggest that nonprofit managers should pay close attention to the potential impact on donations of any change in the prices charged for saleable goods and services, and that profits, costs, and prices of services are influenced by donations.
Roles consultants play in successful fundraising interventions
Authors: Fletcher Kathleen 
Published: July 2007

AbstractThis article draws on previous research by the author in which the long‐term effectiveness of technical assistance grants in fundraising was studied. Successful and unsuccessful interventions by fundraising consultants in that earlier study are compared using several descriptions of the role of the consultant from organizational development literature. This comparison helps define the roles played by successful consultants in fundraising interventions and provides a number of suggestions for both organizations and consultants as to how to make such interventions successful.
Sex, greed, and nonprofit mismanagement: A review essay
Authors: Van Til Jon 
Published: July 2007

AbstractThe United Way: Dilemmas of Organized Charity, by Eleanor L. Brilliant, New York: Columbia University Press, 1990. 382 pp. $47.00.The United Way Scandal: An Insider's Account of What Went Wrong and Why, by John Glaser. New York: Wiley, 1994, 274 pp., $34.95.Free Ride: The Tax‐Exempt Economy, by Gilbert Gaul and Neill M. Borowski. Kansas City: Andrews and McMeel, 1993. 197 pp., $6.95 (paper).
Accountability and nonprofit organizations: An economic perspective
Authors: Bogart William T. 
Published: July 2007

AbstractA popular concern is whether the managers of nonprofit enterprise are accountable. This article considers accountability in the context of three questions. First, how do groups establish a basis on which to hold managers acountable? Second, to whom should a manager be accountable? Third, can a person or group make it important to a manager to act in the best interests of the person or group? These three questions are addressed by the fields of public choice theory, social choice theory, and principal‐agent theory, respectively. A cynical way of summarizing the seminal findings in these areas of research is that public choice theory proves that groups will be unable to form, social choice theory proves that once a group forms, it will be unable to make good decisions, and principal‐agent theory proves that a decision, once reached, is impossible to implement. A more optimistic view is that the problems identified by these research findings contain the seeds of their own solution, and that thereby valuable lessons for nonprofit managers can be adduced.
Accountability and nonprofit organizations: An ethical perspective
Authors: Lawry Robert P. 
Published: July 2007

AbstractGiven limited market regulation and no direct voter regulation, how nonprofit organizations can be made accountable is a serious and long‐standing issue for the sector. The expectations and demands of various constituent groups associated with nonprofits are often conflicting and even contradictory. Nonprofits need to come to terms with legitimate expectations, base them on reasonable standards, and work through each of them in ways consistent with the others and with the respective missions of the organizations.
Accountability in organizational life: Problem or opportunity for nonprofits?
Authors: Fry Ronald E. 
Published: July 2007

AbstractThis article reviews the notion of accountability as an intrinsic experience in daily organizational life and contrasts it with the more traditional construct of accountability as an external control or monitoring device. The concept of “felt responsibility” can provide an opportunity to enhance the effectiveness of nonprofit organizations. Both research and the author's field experiences in nonprofit settings suggest how nonprofit leaders and managers can use felt responsibility to help individuals act with accountability to themselves and to others. The concept of “conversation for accountability” poses a pragmatic opportunity for nonprofits in particular to turn the current environment of finger pointing and aggressive monitoring into an enabling organizational practice that benefits both nonprofit members and their clients or constituencies.
Charting unexplored territory: Nonprofit funding relations and the nonprofit‐market relationship
Authors: Saidel Judith R. 
Published: July 2007

AbstractUnderstanding Nonprofit Funding: Managing Revenues in Social Services and Community Development Organizations, by Kirsten A. Grønbjerg. San Francisco: Jossey‐Bass, 1993. 397 pp., $41.95 cloth.Nonprofit Organizations in a Market Economy: Understanding New Roles, Issues, and Trends, edited by David C. Hammack and Dennis R. Young. San Francisco: Jossey‐Bass, 1993. 479 pp., $43.95 cloth.
Women on boards of nonprofits: What difference do they make?
Authors: Bradshaw Pat , Murray Vic , Wolpin Jacob 
Published: July 2007

AbstractIn this article, the authors explore the impact of women on nonprofit boards. From a sociological perspective, they look at the actual proportion of women on boards and, from a more psychological perspective, at the sex of the chief executive officers in order to examine the impact of these variables on board effectiveness, structure, and process. The study results, based on data from a cross section of Canadian nonprofits, indicate that as the percentage of women on a board increases, the dynamics of the board are significantly affected.
Volunteers in charity retailing: Recruitment and training
Authors: Broadbridge Adelina , Horne Suzanne 
Published: July 2007

AbstractVolunteer activity has received considerable research attention in recent years. There is, however, little academic research to date into volunteer issues in charity retailing. This article examines volunteers in charity shops and reports, in particular, on how volunteers are recruited and trained in the charity retailing. This article examines volunteers in charity shops and reports, in particular, on how volunteers are recruited and trained in the charity sector. The authors conclude that in an increasingly competitive market, charity retailers need to reexamine their recruitment and training policies in order to attract and retain a diverse core of volunteers.
Boards of directors in nonprofit organizations do they follow a life‐cycle model?
Authors: Dart Ray , Bradshaw Pat , Murray Vic , Wolpin Jacob 
Published: July 2007

AbstractIn this study the authors used data from a survey of Canadian nonprofit organizations to empirically test hypotheses derived from models of nonprofit board “life cycles.” The authors suggest that while formal structural elements of board behavior change in the manner suggested by life‐cycle models, the more enacted or behavioral aspects of nonprofit boards do not. The data further suggest caution in the use of life‐cycle or age‐dependent models to either explain or guide nonprofit board behavior.
Corporate political strategy: A framework for understanding nonprofit strategy
Authors: Bigelow Barbara , Stone Melissa Middleton , Arndt Margarete 
Published: July 2007

AbstractNonprofit organizations operate in environments characterized by institutional demands for legitimacy. The authors argue that, given this environment, corporate political strategy is critical to a nonprofit's ability to achieve its goals, gain access to resources, and achieve a sustainable advantage. The authors develop this thesis by providing a conceptual argument that corporate political strategy is critical given the institutional nature of the environment, the conflicting demands of multiple stakeholders, and the role of the funder; and by providing contextual evidence of the role of corporate political strategy in nonprofit strategy.
Nonprofits accommodate the information demands of public and private funders
Authors: Cutt James , Bragg Denise , Balfour Kim , Murray Vic , Tassie William 
Published: July 2007

AbstractIn the absence of performance reporting standards, nonprofit organizations face difficulties in accommodating the varied and changing informational requirements of public and private funders. Clients, volunteers, management, and staff also use and demand performance information. The authors studied four human services organizations in Victoria, British Columbia, Canada, and their performance reporting across the management cycle, from planning through implementation and monitoring, to external reporting and auditing. The authors analyzed documentary evidence and conducted interviews with users of performance information. they conclude this article by proposing a set of general standards nonprofit organizations can use in performance reporting.
The effects of flexible work arrangements
Authors: Hohl Karen L. 
Published: July 2007

AbstractRecognizing the dearth of research on flexible work schedules in nonprofit organizations, the author conducted a statewide survey of Illinois independent nonprofits as well as follow‐up personal interviews with top administrators in select user organizations. Survey results indicate that a substantial proportion of these nonprofit organizations used flexible work arrangements. Four arrangement types in particular—flextime, parttime, compressed work week, and telecommuting—were found to be used more frequently in Illinois nonprofits than other research findings suggest. Although follow‐up interviews revealed that the percentages of employees in the various types of arrangements were low, overall arrangement use improved staff retention and morale and maintained performance. More than half of the administrators interviewed expected the use of all arrangement types to increase in the future.