bluuebunny/crossref_metadata_2025_split huggingface dataset:
The “Income Gap” and the Health of Arts Nonprofits
Authors: Brooks Arthur C. 
Published: May 2004

AbstractThis article addresses the widening gap between costs and revenues for many arts nonprofits; it examines the most common explanations for the problem, categorizes possible solutions, and suggests practical strategies for implementation. This study suggests that a critical difference exists between large and small arts firms, which in turn implies a different set of strategies for each. Whereas large organizations do well to leverage technological innovations, diversify product lines, and expand audiences through educational outreach, smaller organizations tend to see greater returns from efforts to expand their philanthropic base.
Healthy Organizations, Unhealthy Communities?
Authors: Backman Elaine V. , Smith Steven Rathgeb 
Published: May 2004

AbstractNonprofit organizations are an important part of local social networks that connect individuals and organizations and enhance the capacity of communities to solve social problems. However, the commercialization of nonprofit organizations influences their ability to contribute to this social capital. We reason that commercialization of a nonprofit organization may reduce its ability to contribute to social capital if it weakens its social networks; makes its network of relationships less stable; reduces the size, diversity, or involvement of its governing board; or reduces its level of voluntary participation.
The Four C's of Government Third Sector‐Government Relations
Authors: Najam Adil 
Published: May 2004

AbstractAll over the world, we see trends of increasing interaction between governments and the third sector. Is this the “start of a beautiful friendship” or are they already “too close for comfort”? This article argues that the nature of these complex relationships is poorly understood and often simplified. It proposes a four‐C framework based on institutional interests and preferences for policy ends and means—cooperation in the case of similar ends and similar means, confrontation in the case of dissimilar ends and dissimilar means, complementarity in the case of similar ends but dissimilar means, and co‐optation in the case of dissimilar ends but similar means.
A Collaborator Profile for Executives of Nonprofit Organizations
Authors: Goldman Samuel , Kahnweiler William M. 
Published: May 2004

AbstractThis study involving ninety‐two nonprofit executive directors who engaged in separate interorganizational collaborations investigated the relationship between a select number of individual characteristics (personality and demographic) and perceived collaboration outcome (successful or unsuccessful). The collaborator profile that resulted suggests that directors who are predisposed to perceiving their respective collaborations as successful are extravert, feeling males who have high role ambiguity and low role boundary occupational stress. Given the increasing need for nonprofit organizations to collaborate with other organizations, it is important for nonprofit executives and their boards to be cognizant of some key factors that can lead to successful interorganizational collaborations.
When Change Hits the Fan
Authors: Hernandez Cynthia M. , Leslie Donald R. 
Published: May 2004

AbstractThis case study is based on an actual situation that has been disguised and has had some hypothetical content added. It addresses several problems that may be encountered as an agency struggles with its evolution from a hierarchical bureaucratic organizational structure to an egalitarian consensus model of management. Issues include resistance to change, difficulties with the modification of staff and board roles and responsibilities, and the resultant interpersonal conflict.
Understanding Congregations as Voluntary Organizations
Authors: Jeavons Thomas H. 
Published: May 2004

AbstractCongregation and Community, by Nancy Tatom Ammerman.
New Brunswick, N.J.: Rutgers University Press, 1997. 434
pp., $55.00 cloth, $24.00 paper.
Organizing God's Work: Challenges for Churches and Synagogues,
by Margaret Harris. New York: St. Martin's Press,
1998. 236 pp., $59.95 cloth.
The Effects of United Way Membership on Employee Pay in Nonprofit Organizations
Authors: Werner Steve , Konopaske Robert , Gemeinhardt Gretchen 
Published: May 2004

AbstractThis research investigates the relationship between United Way membership and the compensation level of employees in nonprofit organizations. This study is based on questionnaires completed by 1,811 employees from sixty‐nine nonprofit agencies in a large metropolitan area. Managerial capitalism, agency theory, and United Way funding and governance roles were used to develop the hypotheses. We found that employees of organizations belonging to the United Way receive pay premiums, suggesting that the United Way member agencies are higher‐quality agencies that pay their employees higher wages.
Predicting the Financial Vulnerability of Charitable Organizations
Authors: Greenlee Janet S. , Trussel John M. 
Published: May 2004

AbstractThis article describes a model that can be used to predict which nonprofit organizations are vulnerable to financial problems. The model is based on financial indicators developed by Tuckman and Chang (1991), adapts methodologies that have been developed in the for‐profit sector to predict financial vulnerability, and was empirically tested using a multiyear Internal Revenue Service database provided by the National Center for Charitable Statistics. Both internal and external stakeholders can use the model when making allocation decisions during the strategic planning process and in evaluating financial risk.
Fundraising Management
Authors: Sheehan Jr. Robert M. 
Published: May 2004

AbstractEffective Fundraising Management, by Kathleen S. Kelly. Mahwah, N.J.: Erlbaum, 1998. 663 pp., $49.95 cloth.
The Complete Guide to Fundraising Management, by Stanley Weinstein. New York: Wiley, 1999. 307 pp., $49.95 cloth.
Are We at the Cutting Edge or the Blunt Edge?: Improving NGO Organizational Performance with Private and Public Sector Strategic Management Frameworks
Authors: Lindenberg Marc 
Published: May 2004

AbstractBankruptcy or irrelevance are likely paths for not‐for‐profit organizations (NGOs) that do not reshape themselves to achieve greater impact, efficiency, and accountability in an increasingly global, competitive environment. But how relevant are public and private sector management frameworks for NGO repositioning? This article provides initial answers through a case study of CARE, one of the largest international relief and development nonprofit organizations in the United States. It explores the transformation frameworks employed at CARE between 1992 and 1997, assesses what worked and what did not, and identifies initial lessons learned for the broader sector.
Enterprise Schemes for Nonprofit Survival, Growth, and Effectiveness
Authors: Bryson John M. , Gibbons Michael J. , Shaye Gary 
Published: May 2004

AbstractThe need for nonprofit organizations to develop a viable enterprise scheme is discussed in this article. An enterprise scheme indicates how the organization can meet social needs and stakeholders' interests in a self‐sustaining way over the long haul. Without a viable enterprise scheme, the organization will not survive, let alone grow, prosper, and achieve its mission.
Organizational Identity and the Structure of Nonprofit Umbrella Associations
Authors: Young Dennis R. 
Published: May 2004

AbstractThis article applies the concept of organizational identity to the structural issues faced by national and international nonprofit umbrella associations. Such associations grapple with several possible self‐concepts, including goal‐seeking systems, economies, and polities
. Two associations—CIVICUS and Girls Incorporated—are studied in depth. Consensus around aclear identity is found to be a key factor in resolving the structural dilemmas of these associations.
Reinventing a Large Nonprofit: Lessons from Four Voluntary Health Associations
Authors: Standley Anne P. 
Published: May 2004

AbstractThis article describes attempts by four voluntary health associations to obtain their member organizations' consent to an emphasis on national rather than local goals and to new structures that centralized the members' management and governance functions while keeping service delivery decentralized. It argues that at three of the four associations, the member organizations agreed to a restructuring because the national organizations won their trust through a broadly inclusive decision‐making process and because the members were persuaded that the restructuring would increase resources available for local programs and services. Although the shift in focus to national goals risks diminishing local support, the reorganizations are evidence of a broadly felt need in nonprofit associations for a new decision‐making model and for new roles for volunteers that take better advantage of their community relationships.
Managing Multisite Nonprofits
Authors: Grossman Allen , Rangan V. Kasturi 
Published: May 2004

AbstractMultisite nonprofit systems are organized in a variety of ways, ranging from central control to local control. Regardless of where a system falls along this organizational continuum, inevitable tensions emerge in the relationship between headquarters and the local organization. The purpose of this article is to understand the causes of these tensions and to offer management action that, regardless of the organizational structure, leads to greater system cohesion. Our exploration was facilitated by intense field research at five multisite systems: Outward Bound USA, Planned Parenthood, Habitat for Humanity, SOS Kinderdorf, and The Nature Conservancy. Our investigation suggests that multisite system behavior may be mapped on two dimensions—one that exerts forces toward unit autonomy and the other influencing the degree of organizational affiliation. These forces are associated with a host of organizational functions that are the traditional domains of management to influence and shape and thereby enable a multisite nonprofit to simultaneously optimize the benefits of organizational affiliation and unit autonomy.
Lessons for Multisite Nonprofits from the United Church of Christ
Authors: Barmen Emily , Chaves Mark 
Published: May 2004

AbstractThis article describes the restructuring process currently underway at the United Church of Christ (UCC)—a 1.4 million member Protestant denomination. Three main questions are addressed: What are the central goals of the UCC restructure? What factors might explain the particular strategic direction pursued in UCC restructuring? and How might the UCC case inform recent thinking about the structure and performance of multisite nonprofits?
Mission Impossible?: Measuring Success in Nonprofit Organizations
Authors: Sawhill John C. , Williamson David 
Published: May 2004

AbstractThe difficulty of measuring performance in the nonprofit sector has long been recognized. This article begins with a case study detailing how one organization, The Nature Conservancy, tackled the challenge of moving beyond measuring activity to measuring mission impact. After several false starts, the Conservancy developed a model for measuring success, divided into three broad areas: impact, activity, and capacity.
The article then presents data from interviews with leaders of thirty other leading nonprofits, who reveal how their organizations measure performance in these three areas. It concludes with some lessons learned about performance measurement in the nonprofit sector.
Improving the Quality of Outcome Evaluation Plans
Authors: Poole Dennis L. , Davis Jill K. , Reisman Jane , Nelson Joan E. 
Published: May 2004

AbstractNonprofit agencies are struggling to meet new funder demands in outcome evaluation. This study is the first of its kind to examine factors that contribute to agency progress in this area. Path analysis is used to examine chains of influence among five predictors of success as well as three control variables. Study findings indicate that agency culture, technology, management support, and involvement are key predictors of quality. Nonprofit managers who want to succeed in the new era of accountability should consider the potential impact of these factors on the quality of outcome evaluation plans in their agencies.
Local Unit Performance in a National Nonprofit Organization
Authors: Green Jack C. , Madjidi Farzin , Dudley Thomas J. , Gehlen Frieda L. 
Published: May 2004

AbstractBoard members and chief professional officers (CPOs) from the local units of a national nonprofit organization completed questionnaires that revealed (1) statistically significant differences as to what functionsand activities each believes the other should do and does perform, (2) areas of possible tension between boards and their CPOs, and (3) those activities with significant correlations to common performance measures established by the national organization. Both board members and CPOs believe boards should be doing more than they do, with CPOs being more critical of board members than they are of themselves or than board members are of them. There is significant tension between boards and CPOs regarding responsibility for some operational issues. However, neither the presence nor absence of tension was significantly correlated with the effectiveness of the organization. Finally, self‐reported measures of effectiveness correlated with external measures developed by the national organization, providing some evidence that self‐reported measures may be valid.
Tackling Fragmentation and Building Unity in an International Nongovernmental Organization
Authors: McPeak Mark 
Published: May 2004

AbstractGrowth and decentralization have brought increasing conflict to many international NGOs, particularly between field and headquarters. This case study, written by the executive responsible for the activities portrayed, examines an attempt to define a clear new role for a headquarters department in a large, decentralized INGO focused on building unity of purpose. By ensuring that decentralized units of the organization took the leadership in related corporate initiatives whenever possible, with headquarters coordinating an inclusive process rather than implementing, unity was increased and tension reduced. Senior managers at the headquarters of growing, decentralized INGOs should find this case study relevant as they strive to maintain unity in the face of institutional fragmentation.
Effective Contracting of Social Services
Authors: Peat Barbara , Costley Dan L. 
Published: May 2004

AbstractThe continued growth in the use of privatization for the delivery of social services increases the need for a systematic method to analyze the contracting process. Using a modified form of the basic systems model, the authors examine the impact of antecedents and situational factors and explore the use of traditional management steps in the contracting process. The authors focus on one state's experience with contracting to explore the implications of such a model.
Accounting for Social Value in Nonprofits and For‐Profits
Authors: Quarter Jack , Richmond Betty Jane (B.J.) 
Published: May 2004

AbstractThe authors argue that social value can serve as a bridge between the nonprofit and for‐profit sectors. They further propose that social value is not simply an abstract concept but can be measured by applying social accounting methods. The authors argue that nonprofits are founded on a social mission but that traditional accounting approaches do not properly assess their social products. They illustrate the centrality of social value, both to nonprofits and for‐profits, in two ways: (1) a discussion of for‐profit firms that behave much like nonprofits and (2) an application of the social accounting model. The authors discuss two types of firms: (1) for‐profits whose shares are held in a trust and therefore operate much like corporations without shareholdersor like nonprofits and (2) for‐profits whose owners do not exercise the rights associated with their property. They then apply a social accounting model to nonprofit employment training programs to illustrate how the inclusion of social variables changes the assessment of an organization's value. They conclude with a discussion of a social accountability framework that embraces both nonprofits and for‐profits.
Two Books on Mergers and Alliances in Nonprofits
Authors: Santuari Alceste 
Published: May 2004

AbstractForging Nonprofit Alliances, by Jane Arsenault. San Francisco: Jossey‐Bass, 1998. 198 pp., $25.95 cloth.
Nonprofit Mergers and Alliances: A Strategic Planning Guide, by Thomas A. McLaughlin. New York: Wiley Nonprofit Series, 1998. 288 pp., $49.95 cloth.
Who Are the Alumni Donors? Giving by Two Generations of Alumni from Selective Colleges
Authors: Clotfelter Charles T. 
Published: May 2004

AbstractUsing data on former students of fourteen private colleges and universities, this paper examines patterns of alumni giving. The data are taken from the College and Beyond survey, which covers individuals who entered the institutions in the fall of 1951, 1976, and 1989. Contributions by these former students to these colleges and universities tend to be quite concentrated, with half of all donations being given by the most generous 1 percent of the sample. A higher level of contribution is associated with higher income, with having participated in extracurricular activities in college, with having had a mentor in college, and with the degree of satisfaction in one's undergraduate experience. The projected donations for the most generous of these alumni over the course of a lifetime are quite high, with totals for the 1951 cohort exceeding those from the 1976 cohort.
Organizational Identity in Nonprofit Organizations: Strategic and Structural Implications
Authors: Young Dennis R. 
Published: May 2004

AbstractOrganizational identity is what is central, distinctive, and enduring about an organization. This article argues that clarity and consensus about organizational identity are essential elements in setting successful long‐term strategy and making structural choices in a nonprofit organization. Four classes of nonprofit organization are examined here: grantmaking foundations, federated fundraising organizations, nonprofit academic centers, and social enterprises. In each case, alternative identities are described and the implications of each identity for organizational strategy and structure are analyzed. The article suggests that examination of identity should become an integral part of organizational development for nonprofit organizations and a subject for continued research.
Relationship Fundraising: How to Keep Donors Loyal
Authors: Sargeant Adrian 
Published: May 2004

AbstractThis article explores how relationship marketing and its variant relationship fundraising may be used to assist nonprofits in reducing the lapse rate of donors to their organization. Employing a postal survey of ten thousand donors to causes in a variety of categories, the author concludes that although approximately one in five donors might lapse because of a change in financial circumstances, a similar number simply elect to switch their support to other organizations. The role of the quality of service offered to the donor in enhancing retention is also highlighted, as are donor perceptions of the feedback they receive and the impact they believe their gift might have on the cause.
Repeal of the Estate Tax and Its Impact on Philanthropy
Authors: Rooney Patrick M. , Tempel Eugene R. 
Published: May 2004

AbstractThe estate tax has many advocates and opponents. We present a review of the primary arguments and empirical evidence promulgated in support of continuation and for repeal. Overall, we find that there are plausible theories and strong, but not definitive, empirical evidence on both sides of the issue. Further research is needed that more clearly isolates differences between the income‐tax and estate‐tax (that is, the after‐tax cost or “price” of a donation or bequest) effects, the independent‐income and wealth effects (how having higher income or wealth has an effect on giving during life and at death), and married and single estate tax filers. These differences can be best isolated using longitudinal data. Data and analyses for both the short run and long run are necessary before society can reasonably predict the impact the repeal of the estate tax will have on both giving during life and charitable bequests.
Using Advertising Constructs and Methods to Understand Direct Mail Fundraising Appeals
Authors: Diamond William D. , Gooding‐Williams Sara 
Published: May 2004

AbstractThis study examined whether we could use a Solicitation Response Model adapted from the consumer research literature to increase our understanding of nonprofit direct mail solicitations. We sent 389 surveys to people listed in the database of a homeless shelter. In response, 166 people rated an envelope and appeal from the shelter. The model successfully explained potential donors' intention to open the envelope and intention to donate. Emotional responses to the envelope and attitude toward the envelope were more important influences upon acquisition (or new) donors' intention to open the envelope than upon renewal donors' intention. Attitude toward the appeal had a stronger effect upon acquisition donors' intention to donate than it did upon renewal donors' intention. The study suggests differences in the way that appeals should be designed for acquisition and renewal donors. As well, we present a small sample method for diagnosing direct mail charitable solicitations.
Outcomes Assessment and the Paradox of Nonprofit Accountability
Authors: Campbell David 
Published: May 2004

AbstractLeaders of nonprofit organizations face a particular bind in responding to the demands for results‐based accountability. If they focus only on the project‐level outcomes over which they have the most control or for which indicators are readily available, they risk default on the larger question of accountability to publicly valued goals. On the other hand, if they try to demonstrate the impact of their particular projects on communitywide outcomes, they risk taking credit inappropriately or shouldering the blame for indicators beyond their control. Here, I present findings from a research project, conducted in collaboration with economic development organizations on the north coast of California, that explored the practical demands and dynamics associated with this paradox. The key challenges are more civic and political than technical.
The Capacity of Community‐Based Organizations to Lead Local Innovations in Welfare Reform: Early Findings from Texas
Authors: Poole Dennis L. , Ferguson Miguel , DiNitto Diana , Schwab A. James 
Published: May 2004

AbstractCommunity‐based organizations (CBOs) are now cast among the lead actors in welfare reform. But do they have adequate capacity to perform this critical leadership function? Early findings from fifteen state‐funded projects in Texas show that state planners must carefully assess the capacity of a CBO to initiate and sustain an innovation at the local level. The authors examine six organizational variables that predict success or failure: goals, management, technology, funding, community involvement, and performance.
Training Needs of Administrators in the Nonprofit Sector: What Are They and How Should We Address Them?
Authors: Dolan Drew A. 
Published: May 2004

AbstractIn increasing numbers, academic programs across the country are exploring how they can best meet the needs of nonprofit organizations. To better support the debate and decision‐making processes of such programs, the author contributes information on training drawn from nearly six hundred nonprofit administrators, exploring variables that may influence the needs and examining the format for training most desired by those administrators.