bluuebunny/crossref_metadata_2025_split huggingface dataset:
Why do nonprofit managers accumulate surpluses, and how much do they accumulate?
Authors: Chang Cyril F. , Tuckman Howard P. 
Published: July 2007

AbstractMost theories of nonprofit behavior assume that nonprofit managers run surpluses only temporarily and that managers choose a budget level equal to expected revenues. In reality, equity accumulations have intrinsic value to nonprofit managers, and equity balances of nonprofits do grow over time. The authors discuss the tax treatment of nonprofits under U.S. tax laws, present existing theories of nonprofit behavior, and consider the reasons a prudent nonprofit manager might wish to earn and retain surplus funds. Data from a 1983 national sample of nonprofits are used to show that a large majority of nonprofits earned surpluses in 1983, that surprisingly few nonprofits had surpluses close to the zero level, and that the size of a nonprofit's surplus was related to its equity and asset holdings.
The effective nonprofit executive: Leader of the board
Authors: Herman Robert D. , Heimovics Richard D. 
Published: July 2007

AbstractPrescriptive approaches place the nonprofit board of directors at the hierarchical pinnacle of the organization's management structure. Empirical research finds this view incomplete at best. The results of an attribution study indicate that nonprofit chief executives are perceived as centrally responsible for outcomes. Given such centrality, what skills differentiate executives who are regarded as especially effective from others? This article describes research suggesting that more‐effective executives provide leadership for their boards. The implications for executive behavior are reviewed.
The propensity of governing boards to plan
Authors: Stone Melissa Middleton 
Published: July 2007

AbstractThis article examines the relationship between board characteristics and formal organizational planning in forty‐four nonprofit organizations. The study found that ongoing and beginning planners were more likely than those with no planning experience—or those that had abandoned planning after an initial experience with the process—to have well‐understood missions, boards that concentrated on higher‐level policy issues, and boards that had clear structures for decision making. The data suggest that a coalition consisting of top management and board members needs to exist if a move toward the formalization of organizational structures and processes is to be sustained.
Commercial ventures of religious organizations
Authors: La Barbera Priscilla Ann 
Published: July 2007

AbstractReligious groups represent almost 40 percent of all U.S. nonprofits. An empirical study of 105 religious‐based commercial ventures suggests several conclusions and implications for practitioners and scholars. First, the earning of income is rarely the primary consideration or measure of success in the initiation and evolution of religious‐based nonprofit enterprise. The primary purpose of religious venturing is to achieve social and spiritual aims, such as evangelism, provision of membership services, or economic development. Second, the philosophy of the groups studied was more cooperative than competitive vis‐vis other nonprofit and for‐profit groups. Third, the study's findings on staff difficulties within nonprofit enterprise are consistent with those of other studies and underscore the importance of using volunteers strategically and of clearly defining how enterprise activities fit into the organization's mission. Fourth, a spiritual dimension distinguishes the operation of religious nonprofits, especially the Christian groups, from secular enterprise.
How nonprofits adapt to a stringent environment
Authors: McMurtry Steven L. , Netting F. Ellen , Kettner Peter M. 
Published: July 2007

AbstractResults from a survey of nonprofit human service agencies in Arizona are presented. Most agencies reported steady or declining revenues, increased competition with other agencies, and rising demand for services from clients who cannot pay. The strategies used to adapt to these changes ranged from small‐scale productivity enhancements to responses involving a complete restructuring of the agency as well as cutbacks in client services. The discussion focuses on the implications of the results for the continued viability of these agencies and their ability to maintain their commitments to poor clients.
Enhancing nonprofit resources through barter
Authors: Reisman Arnold 
Published: July 2007

AbstractThis article discusses the objectives and formats that countertrade (barter) assumes as a means of expanding the financial and other resources of nonprofit institutions. Examples of the different types of agreements practiced by various types of institutions indicate the pervasiveness of the practice. The author calls for greater levels of institutional commitment to the proactive seeking and consummating of countertrade agreements.
Corporate funding of the arts in a turbulent environment
Authors: Useem Michael 
Published: July 2007

AbstractFocusing on funding in culture and the arts, the author identifies a distinctive logic of company support for nonprofit organizations. Business giving is increasingly disciplined around company objectives, giving levels are driven by pretax earnings, and giving decisions are the province of managers who draw advice less from the arts community or public agencies than from other companies. At best, turbulence in government funding has modest effect on corporate support. In turn, change in corporate support has little impact on public backing. The separate logics of corporate and government support imply separate and distinctive long‐term development strategies for nonprofit organizations.
Religious fund‐raising: The theology of stewardship
Authors: Engdahl Richard L. 
Published: July 2007

AbstractIn funding their national and international ministries, many mainline denominations report a shrinking financial base as local members and congregations change from the traditional unified budget approach to a designated or second pocket giving approach. This article traces the history of this development, relates it to biblical concepts of stewardship, discusses its implications for both religious and secular endeavors, and raises questions that require additional research.
Incentive‐based management for nonprofit organizations
Authors: Nelsen William C. 
Published: July 2007

AbstractNonprofit organizations should consider using incentive‐based management programs so long as such programs are studied thoughtfully, implemented carefully, and closely tied to other important management practices. The article describes the experiences of one nonprofit organization, Citizens' Scholarship Foundation of America (CSFA), in successfully conducting a staff incentive program during the past several years. The author also reports briefly on the results of a recent survey among CSFA staff involved in the incentive plan, outlining the benefits of such a program in helping the organization to reach its objectives. Finally, the author addresses potential pitfalls to avoid in implementing an effective staff incentive program.
Career professional who volunteer: Should their motives be accepted or managed?
Authors: Puffer Sheila M. 
Published: July 2007

AbstractCareer professionals, such as business executives who devote their time and talents to committee work in voluntary organizations, are highly valued as volunteers. These professionals have a variety of motives for adding volunteer work to their demanding schedules. Should volunteer agency administrators accept and reward these motives indiscriminately, or should they try to mold them to conform to agency values? The answer, according to this study, is yes to both alternatives, depending on whether the aim is to improve these volunteers' attitudes or their performance.
Jane addams and hull house: Historical lessons on nonprofit leadership
Authors: Knight Louise Wilby 
Published: July 2007

AbstractJane Addams, founder and head of Hull House, a social settlement in Chicago at the turn of the century, offers an intriguing model of a nonhierarchical, value‐oriented manager and leader. As the head resident of a group of some twenty volunteer residents—the staff of the settlement—Addams created an organizational culture and structure that encouraged individual initiative and self‐governance. Addams herself taught by example the value of tolerance and the meaning of social democracy, the moral goals whose attainment she sought.
Redefining the board's role in fiscal planning
Authors: Carver John 
Published: July 2007

AbstractBoard approval of an operating budget, a traditional exercise of board authority, can trivialize board leadership and stultify managerial prerogatives. Considered within a new governance paradigm, conventional budget approval is not only unnecessary, but dysfunctional. This article argues that boards should proactively establish policy for financial planning and then require administrative budgeting throughout the year to meet the policy criteria. The result is that boards stay focused on the bigger issues, particularly program priorities and goals, leaving managers the authority to create and adjust budgets within policy boundaries.
Nonprofit organizations as franchise operations
Authors: Oster Sharon M. 
Published: July 2007

AbstractThis article examines the structural relationship between national nonprofit organizations and their local affiliates. For a substantial number of nonprofits, the national‐local relationship can be modeled as a franchise relationship. The author considers ways in which the franchise system serves to mitigate a number of the organizational and economic problems facing nonprofits. Finally, particular devices used by franchises are examined, focusing on the ways in which national organizations tax their local affiliates and the extent of territorial restrictions placed on local affiliates.
The strategic challenges of cooperation and competition in British Voluntary Organizations: Toward the next century
Authors: Wilson David C. 
Published: July 2007

AbstractThe interrelationships between public, private, and voluntary sectors in Britain have witnessed increasing levels of change in recent years. This article argues that there have recently been identifiable trends within the voluntary sector, namely, increased levels of competition between sectors, increased competition between voluntary organizations, and increased pressures toward professionalization in voluntary sector management and organization. Predominantly competitive strategies and modes of professionalization have often been borrowed uncritically from commercial “best practice” by voluntary organizations. Thompson's (1967) typology of strategies is used as a basis for proposing cooperation as an alternative to competition in the British voluntary sector.
Volunteers in feminist Organizations
Authors: Metzendorf Diane , Cnaan Ram A. 
Published: July 2007

AbstractThe use of women volunteers, a hotly debated issue among feminists in the 1970s, currently receives little attention, even in the literature. What few studies are available are often contradictory. These studies approach the issue of women volunteering from three main perspectives: (1) as a substitute for work, especially for married women, (2) as a stepping stone for reentry into the work force, or (3) as a form of exploitation. Two main groups of women volunteers are identified in the literature: middle‐ to upper‐class civic leaders and lower‐ to middle‐class service providers. In this article, we examine whether the use and management of women volunteers in feminist organizations is consistent with feminist ideology that opposes unpaid work by women. Our findings, based on a comprehensive study of fifteen feminist organizations, indicate that the use of volunteers is often contrary to feminist ideology. We conclude with a discussion of ways in which volunteer management in feminist organizations can be made more compatible with feminist ideology.
Administrators of volunteer services: Their needs for training and research
Authors: Brudney Jeffrey L. 
Published: July 2007

AbstractDespite the importance of volunteer administrators to nonprofit and many government organizations, little systematic research has been focused on these officials. Using a large national survey of volunteer practitioners conducted in 1989‐1990, this article examines empirically several hypotheses concerning organizational support to meet administrator needs for continuing education. Using the survey responses, the article also elaborates the subjects recommended by the administrators for treatment in a basic seminar in volunteer management, in an advanced seminar, and in further research.
Funding uncertainty and nonprofit strategies in the 1980s
Authors: Bielefeld Wolfgang 
Published: July 2007

AbstractThe degree to which strategic action is related to changes in the perceived uncertainty of income from major types of funders was examined for a panel of nonprofit organizations. Uncertainty was found to be a pervasive phenomenon. Nonprofits in some parts of the sector reported increases in uncertainty over time, while those in other parts reported decreases. The use of new revenue, legitimation, or retrenchment strategies was associated with the reduction of uncertainty for some types of nonprofit organizations but not for others.
When the management is the message: Relating values to management practice in nonprofit organizations
Authors: Jeavons Thomas H. 
Published: July 2007

AbstractThe values‐expressive character of many private, nonprofit organizations is what distinguishes them from business and government organizations. The distinctive character of these organizations creates a special context for their management. This article examines the origins and development of private nonprofits in the religious realm and explores the implications of this character for management and for education of nonprofit managers.
Improving nonprofit management: What's new?
Authors: Hayes Frederick O'R. 
Published: July 2007

AbstractThe Nonprofit Organization: Essential Readings, edited by David L. Gies, J. Steven Ott, and Jay M. Shafritz. Pacific Grove, Calif.: Brooks/Cole, 1990. 402 pp., $23.50 paper.A Nonprofit Organization Operating Manual: Planning for Survival and Growth, by Arnold J. Olenick and Philip Olenick. New York: Foundation Center, 1991. 484 pp., $29.95 paper.Executive Leadership in Nonprofit Organizations: New Strategies for Shaping Executive‐Board Dynamics, by Robert D. Herman and Richard D. Heimovics. San Francisco: Jossey‐Bass, 1991. 173 pp., $22.95 cloth.Quality Management in the Nonprofit World: Combining Compassion and Performance to Meet Client Needs and Improve Finances, by Larry W. Kennedy. San Francisco: Jossey‐Bass, 1991. 194 pp., $22.95 cloth.
From comparative advantage to damage control: Clarifying strategic issues using swot analysis
Authors: Kearns Kevin P. 
Published: July 2007

AbstractThe principal ingredient of strategic planning is SWOT analysis—the assessment of organizational strengths, weaknesses, opportunities, and threats. SWOT can be either a powerful management tool or a superficial and even misleading exercise. Much depends on the care with which decision makers integrate their analyses of internal and external factors affecting the future of the organization. This article presents a simple yet powerful framework for identifying and clarifying four types of strategic issues facing nonprofit organizations.
The quality of employment in the nonprofit sector: An update on employee attitudes in nonprofits versus business and government
Authors: Mirvis Philip H. 
Published: July 2007

AbstractResults from a survey of a national sample of 1,190 working adults update findings collected in 1977 (Mirvis and Hackett, 1983) on the characteristics and attitudes of people working in nonprofits. As in the earlier survey, it shows that people employed in the private nonprofit sector gain more satisfaction from their jobs than their counterparts in business and government and have more trust in their management. still, people working in nonprofits are just as concerned that their employers will “take advantage” of them and, in contrast to the 1977 survey, are no more psychologically committed to their organizations than are people in the other sectors.
Predictive models for annual fundraising and major gift fundraising
Authors: Lindahl Wesley E. , Winship Christopher 
Published: July 2007

AbstractFor most nonprofit organizations, the selection process for determining the best individual prospects for capital campaigns or annual fund drives are ad hoc and intuitive. Our research provides two statistical models developed from the alumni database at Northwestern University for both major gifts and annual fund prospects. One model predicts which individuals will give $100,000 or more over three years, the other, $1,000 or more. Our work provides a means of more efficiently selecting fundraising prospects. In our analysis, we combine geo‐demographic data with the internal data typically found in alumni databases. A metric is presented to test the viability of the models when compared to single‐criterion models. We show that past giving is the strongest single factor in predicting future giving. However, full models provide superior overall results.
Is governing board behavior cyclical?
Authors: Wood Miriam M. 
Published: July 2007

AbstractAn empirically derived model of cyclical board behavior holds that following a nonrecurring founding period, a board typically progresses through a sequence of three distinct operating phases and then experiences a crisis that initiates the whole sequence over again. During each cycle, board members become progressively less interested in the agency's mission and programs and more interested in the board's bureaucratic procedures and the agency's reputation for success in the community. Although the sequence of phases is predictable, the timing of them is not. As a conceptual framework, the model integrates the results of a variety of valuable, but otherwise unrelated, studies of governing board behavior. The cyclical model can also be used as a diagnostic tool that can enable a board member, executive director, consultant, foundation officer, or public funder to analyze quickly a particular board's perspective and potential.
Foundations as investment managers part II: The performance
Authors: Salamon Lester M. 
Published: July 2007

AbstractFoundations divide roughly into two groups in their investment behavior. Most follow an inactive, risk‐averse style, focusing on income maximization rather than total return. Another, smaller group of foundations are more activist and aggressive, focusing on total return. This article analyzes the investment performance associated with these different approaches, showing that while a significant number of foundations are performing well, many others lag in their investment returns.
Philanthropic styles
Authors: Prince Russ Alan , File Karen Maru , Gillespie James E. 
Published: July 2007

AbstractThe challenge of resource development, particularly among major donors, has led nonprofits to adopt marketing techniques, including market segmentation. The benefit segmentation approach used in this study of the giving motivations of 218 major donors reveals seven philanthropic styles: (1) Communitarians, (2) the Devout, (3) Investors, (4) Socialites, (5) Repayers, (6) Altruists, and (7) Dynasts. Examples of how knowledge of philanthropic styles can aid in nonprofit resource development are provided.
Exploring the role of boards using total activities analysis
Authors: Harris Margaret 
Published: July 2007

AbstractThis article describes a response—called Total Activities Analysis (TAA)—to the problem of defining the role of boards. TAA places the board's role within the context of all the activities carried out by a voluntary or nonprofit agency. The distinctive features of the TAA approach to defining the board role are the following: (1) it is analytical and exploratory rather than prescriptive, and (2) it considers the role of boards in relation to other roles within agencies. Both paid staff and board members have found TAA to be a useful practical tool.
Social policy, community service development, and religious organizations
Authors: Wineburg Robert J. 
Published: July 2007

AbstractThe retrenchment policies of the Reagan and Bush administrations have made human service much more locally oriented. As a result, religious groups have become increasingly involved in providing services. This article explores some of the historical and contemporary aspects of service involvement by religious groups, focusing on the meaning this involvement has for the social work community. Recommendations are provided to aid community planners in working more effectively with the resources of religious groups.
Planning responses to voluntary sector crises
Authors: Wolch Jennifer R. , Rocha Elizabeth M. 
Published: July 2007

AbstractPlanning in voluntary organizations is examined as a response to external crises that jeopardize organizational survival. The voluntary sector in London was investigated in order to understand the extent, nature, and rationale of planning in response to an extreme change in the political and funding context of voluntary action during the mid 1980s. Planning and the ability to plan may be the benchmark of organizational survival in the future, as pressure to plan increases from many arenas and statutory penetration of voluntary organizations deepens. The dilemma this poses for voluntary organizations is discussed, and alternative planning approaches are proposed.
Innovation by nonprofit organizations: Policy and research issues
Authors: Perri 6  
Published: July 2007

AbstractIt is often claimed that a main reason public authorities and others use nonprofit organizations is that nonprofit organizations are innovative. But very little research has been conducted into innovative behavior by nonprofit organizations. How, then, does a funder formulate a policy with which to select innovative organizations? This article develops a classification matrix for types of innovations, sets out the elements of an innovation policy for a funder, and uses a review of the main theories of the spurs and inhibitions to innovation to consider how this ordering can be used in the construction of an innovation policy and as a framework for research.
Policy and paper clips: Rejecting the lure of the corporate model
Authors: Hodgkin Christopher 
Published: July 2007

AbstractShould nonprofit organizations adopt the business corporation model of governance? This article examines the differences between business and nonprofit corporations and argues that adopting the corporate model would be a dangerous error for nonprofit organizations. Nonprofits need a governance structure that reflects their unique aspects: the complexities of defining corporate mission; lack of a universal measure of success; dominance of community members rather than corporate insiders on the board; accountability for the public trust; responsibilities to many constituencies; and board responsibility for fundraising. While acknowledging that many nonprofit boards need to solve problems of inefficiency and unclear understandings of board responsibilities, the author argues that adopting the corporate model is the wrong prescription.