bluuebunny/crossref_metadata_2025_split huggingface dataset:
The artistry of leadership: An exploration of the leadership process in voluntary not‐for‐profit organizations
Authors: Kay Richard 
Published: July 2007

AbstractRecent efforts in research on leadership in voluntary not‐for‐profit organizations, research that has influenced the education and training of leaders, have been concentrated on identifying the behaviors or competencies of effective leaders. This article, while recognizing the value of competence typologies, questions the dominance of that approach and proposes that more research attention should be paid to the wisdom, creativity, and insight of leaders of voluntary organizations, focusing on their theories‐in‐use, which they use to create the meaning of their own and others' experience and action.
Diversity and equity among foundation grantmakers
Authors: Carson Emmett D. 
Published: July 2007

AbstractThis article examines a number of diversity and equity issues related to grantmakers, primarily by using data from the Council on Foundations. In general, the percentage of minority grantmakers approximates their percentage in the overall population. Questions are raised about whether grantmakers receive equal pay regardless of race and whether minority grantmakers disproportionately work on issues related to their population group. The article concludes with a description of the research data that would be needed to definitely answer these types of questions.
Structure and adequacy of human service facilities: Challenges for nonprofit managers
Authors: Grønbjerg Kirsten A. , Nagle Ami E. 
Published: July 2007

AbstractFindings from a statewide survey of nonprofit human service organizations in Illinois show great diversity in access to and use of facilities. Large proportions have facility‐related problems that will require substantial investments beyond the financial capacity of the organizations themselves. The findings also point to major shortcomings in attention to or knowledge about facility‐related problems among managers of these organizations. The findings have important policy implications for nonprofit managers, as well as for public and private funders and policy makers.
The political dimension of effective nonprofit executive leadership
Authors: Heimovics Richard D. , Herman Robert D. , Jurkiewicz Carole L. 
Published: July 2007

AbstractRecent research by the authors adds to their evolving model of the leadership provided by effective chief executive officers of nonprofit organizations. Effective chief executives understand the centrality of their leadership role and accept responsibility as initiators of action—with their boards—to find resources and revitalize the missions of their organizations. These actions are carried out as part of the political dimension of effective executives. The importance of this criterion of leadership practice is examined in light of the hesitance of chief executives to espouse or advocate political action. Implications for chief executive training and development are discussed.
Cause‐related marketing, philanthropy, and the arts
Authors: File Karen Maru , Prince Russ Alan 
Published: July 2007

AbstractJoint fundraising and promotional programs between businesses and nonprofits, often referred to as cause‐related marketing, have been on the rise. During the 1980s, many large corporations initiated cause‐related marketing programs. Less is known, however, about how widespread cause‐related marketing has become among medium‐size companies. In the study of 478 medium‐size businesses reported here, one‐fifth made contributions to nonprofits as part of cause‐related marketing programs, and more were becoming interested, but many of the businesses were dissatisfied with the effect of their contributions to nonprofits. Satisfied business participants actively recommended nonprofits to other business owners and intended to increase their own contributions. The authors provide additional insights on business donor motivation through their application of the Seven Faces framework.
The organization of religious congregations: Tackling the issues
Authors: Harris Margaret 
Published: July 2007

AbstractThis article considers responses to the practical problems of organization that arise in religious congregations. Accumulated research findings on the organizational features and issues of congregations are synthesized and discussed under three themes: purposes and goals, the role of clergy, and growth and change. Theoretical frameworks that have been used to analyze congregations are reviewed, and it is suggested that further useful insights can be obtained by conceptualizing congregations as nonprofits and by building on knowledge about their organization and management. At the same time, the author argues, there are distinctive features of congregation organization that demand the development of more specialist theory.
Effective nonprofit board members as seen by executives and board chairs
Authors: Kearns Kevin P. 
Published: July 2007

AbstractThis article examines the personal and professional attributes of nonprofit board members‐their values, behaviors, and skills‐as seen through the eyes of chief executives and board chairs. In the study reported here, an inductive research methodology was employed in order to bring to the surface the underlying assumptions of executive directors and chairs regarding their expectations of board members.
Merging nonprofit organizations: Analysis of a case study
Authors: Schmid Hillel 
Published: July 2007

AbstractThis article presents a case study of merging among nonprofit organizations that provide social and community services. The study sheds light on the dynamics and problems of merging nonprofit organizations, whose espoused ideology focuses on promoting the well‐being of their clients. The author describes and analyzes a merger in metropolitan Jerusalem, Israel, and highlights the potential problems that may ultimately undermine its success. This merger is the outcome of an ongoing power and political struggle. The analysis focuses on the organizational ideologies and culture as well as the strategies and structure of the merging organizations. In addition, the author deals with the underlying motives for merging, the driving and restraining forces, and the implications of merging nonprofit community services organizations with other social and human services organizations.
Recruiting, developing, and managing volunteers
Authors: McCurley Steve 
Published: July 2007

AbstractLeadership and Management of Volunteer Programs: A Guide for Volunteer Administrators, by James C. Fisher and Kathleen M. Cole. San Frnacisco: Jossey‐Bass, 1993. 208 pp., $23.95 cloth.Enhancing the Volunteer Experience: New Insights on Strengthening Volunteer Participation, Learning, and Commitment, by Paul J. Ilsley. San Francisco: Jossey‐Bass, 1990. 170 pp., $27.95 cloth.How to Recruit Great Board Members: A Guide for Nonprofit Agencies, by Dorian Dodson. Santa Fe, N.M.: Adolpho Street, 1993, 129 pp., $14.95 paper.
Managing traditionality and strategic change in nonprofit organizations
Authors: Salipante Paul F. , Golden‐Biddle Karen 
Published: July 2007

AbstractFundamental differences with the for‐profit sector, and that sector's own experiences, make it unwise for nonprofit leaders to adopt business organizations' externally focused approach to strategic change. Theories of organizational survival and punctuated equilibrium models of change and continuity, as well as the authors' research, suggest that planning aimed toward matching the organization to changes in its environment has limited value. This article argues that due to the relative constancy of societal needs and nonprofits' missions, and the importance of society's demands for reliable, accountable performance, nonprofits should greatly value continuity. Utilizating a typology of changes that nonprofits may confront, the authors clarify why potential organizational change should be approached cautiously, with a strong regard for traditionality as a mechanism of continuity. They then sketch some of the implications of this perspective for nonprofit sector researchers and leaders concerning the role of traditionality in successful organizational adaptation, including the value of historical analyses and the healthy tension between traditionality and change.
Accountability of nonprofit organizations and those who control them: The legal framework
Authors: Chisolm Laura B. 
Published: July 2007

AbstractLegal accountability, understood as either an obligation to meet prescribed standards of behavior or an obligation to disclose information about one's actions even in the absence of a prescribed standard of behavior, is imposed on nonprofit organizations and those who manage them by state law and by fedral tax‐exemption law. A perception that charities are exempt from both the electoral control that holds government accountable and the market forces that discipline business encourages a tendency to look to law to ensure accountability in the charitable sector, to perceive that shortcomings in the law are responsible for shortcomings in the sector, and to conclude that repair or reconstruction of the legal framework is the appropriate corrective. However, although the legal framework is far from perfect, sweeping change will not likely solve the problems and may well undermine the most positive characteristics of the sector. Some aspects of accountability cannot and should not be the subject of legal rules. Efforts to make charities accountable by redrawing legal standards of behavior in accord with popularly recognized standards of propriety, or even “excellence,” are likely to be counterproductive. Instead, adjustment of the legal framework in the hope of improving accountability should be incremental and should be evaluated in the context of organizing principles and core values that reflect our best understanding of the unique strengths of the sector and the functions it serves in our society.
Factors characterizing the most effective nonprofits managed by volunteers
Authors: Smith David Horton , Shen Ce 
Published: July 2007

AbstractThis article reports on an empirical study of thirty‐nine volunteer‐managed nonprofit organizations (voluntary associations, not paid staff nonprofits) in a small suburb of Boston. Reputation for effectiveness in achieving goals has been found to be significantly associated with nonprofit nature, governance, and formalization. Many hypotheses suggested by others for nonprofit organizations with paid staff do not seem to transfer to volunteer nonprofit groups. Practitioners can utilize the present findings to improve volunteer nonprofits.
New frontiers: Women and girls encounter the nonprofit sector
Authors: Abzug Rikki 
Published: July 2007

AbstractReinventing Fundraising: Realizing the Potential of Women's Philanthropy, by Sondra C. Shaw and Martha A. Taylor. San Francisco: Jossey‐Bass, 1995, 270 pp., $27.95 cloth.Women as Donors, Women as Philanthropists, edited by Abbie J. von Schlegell and Joan M. Fisher. New Directions for Philanthropic Fund Raising, no. 2. San Francisco: Jossey‐Bass, 1993. 161 pp., $19.95 paper.Women and Power in the Nonprofit Sector, edited by Teresa Odendahl and Michael O'Neill. San Francisco: Jossey‐Bass, 1994, 329 pp., $32.95 cloth.
Careers in the third sector
Authors: Onyx Jenny , Maclean Madi 
Published: July 2007

AbstractThe article explores the concept of career as it relates to third‐sector employees. The results of a survey of third‐sector employees in New South Wales, Australia, suggests a distinctive pattern of work orientation involving a preference for work that is both personally challenging and socially meaningful. Pragmatic considerations are also important for women with young children. These and other findings suggest that the majority of third‐sector employees pursue a career that more closely fits Driver's spiral career model rather than the conventional linear career model. It therefore behooves nonprofit employers to tailor the organizational reward system to the motivational needs of their employees if they hope to maximize worker satisfaction and effectiveness.
Structure and accountability a study of national nonprofit associations
Authors: Young Dennis R. , Bania Neil , Bailey Darlyne 
Published: July 2007

AbstractIn the 1990s, the integrity and performance of nonprofit organizations in the United States have come increasingly under attack, and there are new calls to hold nonprofit organizations more accountable for their behavior and performance. This article reports on a study of the organizational structures of national nonprofit associations and asks how these umbrella organizations can help to self‐regulate the sector through appropriate checks and balances between the national organization and local affiliates. The authors identify a number of differences in how associations with alternative structures hold local affiliates and national organizations responsible for their performances, and they conclude that structure is an avenue of self‐regulation for nonprofit organizations deserving further attention.
Resources for scholars, practitioners, and policymakers two introductions to the nonprofit sector
Authors: Bielefeld Wolfgang 
Published: July 2007

AbstractThe Charitable Nonprofits: An Analysis of Institutional Dynamics and Characteristics, by William G. Bowen, Thomas I. Nygren, Sarah E. Turner, and Elizabeth A. Duffy. San Francisco: Jossey‐Bass, 1994. 326 pp., $39.95 cloth.America's Nonprofit Sector: A Primer, by Lester M. Salamon. New York: Foundation Center, 1992. 110 pp., $14–95. paper.
Exploring structure‐effectiveness relationships in nonprofit arts organizations
Authors: Kushner Roland J. , Poole Peter P. 
Published: July 2007

AbstractThe authors examined nineteen nonprofit performing arts organizations, investigating the distribution of influence among organizational members, the grouping of volunteers and staff in organizational structures, and the effectiveness of the organizations. The organizations' effectiveness was assessed using multiple performance indicators. The analysis revealed five groupings or configurations of influence, which correlated to the organizations exhibiting the highest and lowest levels of organizational effectiveness. The authors conclude that a variety of structures are associated with good performance but structural dysfunctions are associated with organizational failure, and that members' commitment to an organization's structure is an important element of success.
Arts management cutback strategies: A cross‐sector analysis
Authors: Palmer Ian 
Published: July 2007

AbstractThe turbulent economic climate of the arts in the 1990s raises the question of how arts managers are coping with this situation. Exploratory factor analysis of responses from 237 Australian arts managers in public, private nonprofit, and private for‐profit sectors revealed seven different strategic responses: cost reduction, political, cooperative, downsizing, refinancing, commercialization, and relocation. Private sector managers were more likely to use the refinancing strategy, and nonprofit and public managers were more likely to use the political and cooperative strategies. Implications for arts managers in using these strategies are explored.
Surveying the major gifts literature: Observations and reflections
Authors: Cook W. Bruce 
Published: July 2007

AbstractThis article gives only cursory attention to generally accepted and widely known principles that provide the foundation and the context for the major gifts effort; instead, the author focuses more broadly and strategically on the critical importance of mission, quality, leadership, and prestige; the dichotomy between annual and major gift fundraising; and the need for an empirically derived and theoretically driven model of fundraising and philanthropic behavior to inform the major gifts effort.
Board practices and board effectiveness in local nonprofit organizations
Authors: Herman Robert D. , Renz David O. , Heimovics Richard D. 
Published: July 2007

AbstractThis study of sixty‐four locally governed nonprofit charitable organizations used a social constructionist perspective to investigate the relationship between the extent to which nonprofit boards use prescribed board practices and stakeholder judgments of the effectiveness of those boards. A social constructionist perspective implies that different stakeholders use and evaluate different kinds of information in making judgments about board effectiveness. The results suggest that there is wide variation in the use of the prescribed board practices, that judgments of board effectiveness often differ substantially, and that chief executives' judgments of the effectiveness of their boards is moderately related to the extent of use of recommended board practices.
Public funding and institutional reorganization: Evidence from the early kindergarten movement
Authors: Montes Guillermo 
Published: July 2007

AbstractDuring the last quarter of the nineteenth century, nonprofit kindergartens exhibited many modern characteristics such as comprehensive services, community outreach, and developmentally appropriate practices. By the beginning of this century, most of those modern characteristics had been eliminated as kindergartens became integrated into the public school system. This article analyzes the institutional reorganization of nonprofit kindergartens under public control by applying and extending Thomas H. Jeavons's framework. The author argues that the observed institutional reorganization was caused by adaptation to the legitimizing principles of the public sector. It is important to understand this dynamic well to correctly assess the effects of public funding and ownership on nonprofit organizations. This article is especially relevant to those following policy arguments for public funding of preschool programs.
Fidelity in philanthropy: Two challenges to community foundations
Authors: Frumkin Peter 
Published: July 2007

AbstractTwo recent court cases have raised doubts about how faithful community foundation officials must remain over time to the donor's charitable intent. For trustees of community foundations, nonprofit managers, and potential donors, the two cases discussed in this article raise three critical questions: Under what conditions can and should a donor's charitable intentions be modified? Do nonprofit organizations have legitimate claims to funds in community foundations earmarked for their organizations by donors? Should donors consider disbursing their philanthropic funds themselves rather than seek to have them held in perpetuity in a foundation? In addition to addressing these questions, the author suggests that the two court cases examined here reveal something important about the broader evolution of philanthropy over the past three decades.
Understanding major gift donors
Authors: Lindahl Wesley E. 
Published: July 2007

AbstractThe Seven Faces of Philanthropy: A New Approach to Cultivating Major Donors, by Russ Alan Prince and Karen Maru File. San Francisco: Jossey‐Bass, 1994. 247 pp., $27.95 cloth.Why the Wealthy Give: The Culture of Elite Philanthropy, by Francie Ostrower. Princeton, N.J.: Princeton University Press, 1995. 190 pp., $35.00 cloth, $14.95 paper.
Essential emotions: The place of passion in a feminist network
Authors: Beres Zsuzsa , Wilson Gail 
Published: July 2007

AbstractUsing a case study, the authors argue that emotions play a highly significant part in voluntary organizations, and that present significant part in voluntary organizations, and that present academic approaches to emotions are unhelpful, both theoretically and practically. The distinction between emotional work and emotional labor is unclear in nonprofit organizations using volunteers. More research is needed in this area.
Ethical issues in fundraising
Authors: Lindahl Wesley E. 
Published: July 2007

AbstractThe Ethics of Asking: Dilemmas in Higher Education Fund Raising, edited by Deni Elliott. Baltimore: Johns Hopkins University Press, 1995. 236 pp., $29.95 cloth.Ethics for Fundraisers, by Albert Anderson. Bloomington: Indiana University Press, 1996. 150 pp., $29.95 cloth, $12.95 paper.
Proteomic applications of automated GPCR classification
Authors: Davies Matthew N. , Gloriam David E. , Secker Andrew , Freitas Alex A. , Mendao Miguel , Timmis Jon , Flower Darren R. 
Published: July 2007

AbstractThe G‐protein coupled receptor (GPCR) superfamily fulfils various metabolic functions and interacts with a diverse range of ligands. There is a lack of sequence similarity between the six classes that comprise the GPCR superfamily. Moreover, most novel GPCRs found have low sequence similarity to other family members which makes it difficult to infer properties from related receptors. Many different approaches have been taken towards developing efficient and accurate methods for GPCR classification, ranging from motif‐based systems to machine learning as well as a variety of alignment‐free techniques based on the physiochemical properties of their amino acid sequences. This review describes the inherent difficulties in developing a GPCR classification algorithm and includes techniques previously employed in this area.
Output‐feedback control of a class of stochastic nonlinear systems with linearly bounded unmeasurable states
Authors: Liu Shu‐Jun , Zhang Ji‐Feng 
Published: July 2007

AbstractIn this paper, the problems of stochastic disturbance attenuation and asymptotic stabilization via output feedback are investigated for a class of stochastic nonlinear systems with linearly bounded unmeasurable states. For the first problem, under the condition that the stochastic inverse dynamics are generalized stochastic input‐to‐state stable, a linear output‐feedback controller is explicitly constructed to make the closed‐loop system noise‐to‐state stable. For the second problem, under the conditions that the stochastic inverse dynamics are stochastic input‐to‐state stable and the intensity of noise is known to be a unit matrix, a linear output‐feedback controller is explicitly constructed to make the closed‐loop system globally asymptotically stable in probability. Using a feedback domination design method, we construct these two controllers in a unified way. Copyright © 2007 John Wiley & Sons, Ltd.
Contents of conjugated linoleic acid isomers in ruminant-derived foods and estimation of their contribution to daily intake in Portugal
Authors: Martins Susana V. , Lopes Paula A. , Alfaia Cristina M. , Ribeiro Verónica S. , Guerreiro Teresa V. , Fontes Carlos M. G. A. , Castro Matilde F. , Soveral Graça , Prates José A. M. 
Published: July 2007

The present study provides a detailed overview of the contents of conjugated linoleic acid (CLA) isomers in the most consumed Portuguese CLA-rich foods (milk, butter, yoghurt, cheese, beef and lamb meat), by using silver ion-HPLC. In addition, the contribution of these ruminant-derived foods to the daily intake of CLA isomers was estimated based on Portuguese consumption habits. The total CLA concentration in milk and dairy products ranged from 4·00 mg/g fat in yoghurt to 7·22 mg/g fat in butter, and, regarding meats, from 4·45 mg/g fat in intensively produced beef to 11·29 mg/g fat in lamb meat. The predominant CLA isomers identified in these products were cis-9, trans-11 (59·89–79·21 %) and trans-7, cis-9 (8·04–20·20 %). The average estimated total CLA intake for the Portuguese population was 73·70 mg/d. Milk and cheese are probably the two products with the highest contribution to the final CLA intake, as a result of their high fat content and consumption values. The results also suggested that cis-9, trans-11 and trans-7, cis-9 are the isomers most represented, with, respectively, 76·10 and 12·56 % of the total CLA intake. Being the first detailed report on the contents of total and individual CLA isomers in Portuguese commercial ruminant-derived foods, we further discuss the implication of the results for diet characteristics and human health.