bluuebunny/crossref_metadata_2025_split huggingface dataset:
Community Foundations: A Growing Resource for Community Development
Authors: Carman Joanne G. 
Published: May 2004

AbstractLike many nonprofit organizations, community development corporations (CDCs) rely on various sources of funding and support for their activities in poor and distressed neighborhoods. Funders often include the federal government, state and local government agencies, financial institutions, and philanthropic organizations. The author explains how community foundations are different from other philanthropic organizations and describes the various mechanisms that community foundations use to support community development. She suggests that there is a natural fit between the purpose of community foundations and the philosophy of community development, concluding that it is important for CDCs, as well as other nonprofit organizations, to understand how community foundations are different from other philanthropic organizations so that they may better position themselves to take advantage of the many resources that community foundations bring to their communities.
Using Donor Lifetime Value to Inform Fundraising Strategy
Authors: Sargeant Adrian 
Published: May 2004

AbstractThe successful quantification in monetary terms of the value of a donor to a voluntary organization can be a valuable aid to the subsequent development of fundraising strategy. Despite the significance of the concept of lifetime value (LTV), however, many nonprofits remain uncertain as to exactly how it might be calculated. This article reviews the contribution that LTV can make to fundraising and provides a conceptual framework within which it might be calculated.
Ethical Climate in Nonprofit Organizations: Propositions and Implications
Authors: Malloy David Cruise , Agarwal James 
Published: May 2004

AbstractThe authors discuss a number of variables that may influence the perception of ethical climate in the nonprofit sector, including individual, organizational, and significant other (peers, coworkers, and superiors) variables. The basis of this discussion is the model developed by Agarwal and Malloy (1999) identifying a framework for nonprofits that is distinct from the for‐profit orientation. The authors provide ten propositions and discuss their implications.
This Charity Business: Who Cares?
Authors: Harris Margaret 
Published: May 2004

AbstractIn her inaugural lecture at the Aston Business School in Birmingham, England, presented here in an edited version, Margaret Harris looks at the contributions of the voluntary and charity sector to individual lives and to our society. She examines the distinctive features of voluntary organizations and outlines the threats currently facing them. She argues that universities have an important role to play in ensuring the survival of the voluntary sector, the accumulation of “social capital,” and the maintenance of “civil society.”
Leadership in Collaborative Community Health Partnerships
Authors: Alexander Jeffrey A. , Comfort Maureen E. , Weiner Bryan J. , Bogue Richard 
Published: May 2004

AbstractThis article examines key leadership issues in community health partnerships. We assert that leadership in a partnership is differentiated from that in a traditional, hierarchical organization in that participation is voluntary and egalitarian and often entails cooperation by organizations with different cultures and agendas. Partnership leaders, accordingly, often lack formal control over members and their actions. Using qualitative analysis of 115 site‐visit interviews of participants in four partnerships in the Community Care Networks demonstration program, we identify and discuss five themes of collaborative leadership: systems thinking, vision‐based leadership, collateral leadership, power sharing, and process‐based leadership. We then discuss the multiple challenges that collaborative leadership faces in a community health partnership.
The Lost Inner World of Grantmaking Foundations (or, as Willie Sutton Once Said, “That's Where the Money Is”)
Authors: Diaz William A. 
Published: May 2004

AbstractHow Foundations Work: What Grantseekers Need to Know About the Many Faces of Foundations, by Dennis P. McIlnay. San Francisco: Jossey‐Bass, 1998. 204 pp., $29.95 cloth.Give and Take: A Candid Account of Corporate Philanthropy, by Reynold Levy. Boston: Harvard Business School Press, 1999. 235 pp., $24.95 cloth.
The Uniqueness of Nonprofit Finance and the Decision to Borrow
Authors: Bowman Woods 
Published: May 2004

AbstractPrevious studies of nonprofit capital structure (borrowing relative to assets) support contradictory decision models of borrowing, but with no control for an endowment effect, which this article shows to be an important factor in the decision to borrow. Well‐endowed nonprofits borrow more relative to their physical assets. When endowment and investment income are backed out of the data, nonprofits are seen to optimize the balance between debt and physical assets.
Internal Controls in Nonprofit Organizations: The Case of the American Cancer Society, Ohio Division
Authors: Gallagher Mark , Radcliffe Vaughan S. 
Published: May 2004

AbstractThe authors present a case study of what went wrong in the Ohio Division of the American Cancer Society in the late 1990s, leading to massive fraud. They discuss conditions that allowed the fraud to go undetected for several years and make recommendations for creating internal control systems to keep other nonprofits from facing this type of loss.
Effective Nonprofit Management: The Leadership Factor
Authors: Bush Richard 
Published: May 2004

AbstractThe Price of Virtue: The Economic Value of the Charitable Sector, by Vivien Foster, Susana Murato, David Pearce, and Ece Ozdemiroglu. Northampton, Mass.: Edward Elgar, 2001. 217 pp., $85.00 cloth.
Third Sector Management: The Art of Managing Nonprofit Organizations, by William B. Werther, Jr., and Evan M. Berman. Washington, D.C.: Georgetown University Press, 2001. 248 pp., $24.95 paper.
Into the Fire: Boards and Executive Transitions
Authors: Allison Michael 
Published: May 2004

AbstractManaging the transition an organization undergoes when one chief executive leaves and another is hired is both a defining responsibility and one of the most critical jobs a governing board faces. CompassPoint Nonprofit Services, which consulted to twenty‐eight organizations going through such transitions, found that three characteristic threats to successful transitions for nonprofit boards emerged: (1) boards underestimate the risks and costs of bad hires; (2) boards are typically unprepared for the task; and (3) boards too often focuson the problems in hiring new CEOs and fail to make full use of the opportunities in CEO transitions. This article describes the development of services to help organizations in transition, gives results from the first two years of work, and offers suggestions for support to boards and for future research.
Toward an Understanding of Founder's Syndrome: An Assessment of Power and Privilege Among Founders of Nonprofit Organizations
Authors: Block Stephen R. , Rosenberg Steven 
Published: May 2004

AbstractOn the subject of stewardship, Block (1996, p. 47) writes, “Stewardship not only affects the use of power, but it also confronts the way we hold privilege.” He also states, “Holding on to privilege is an act of self‐interest, the antithesis of service and stewardship.” As Block uses it, the term privilege denotes a class structure within governance settings, and self‐interest refers to using one's power (through the exercise of privilege) to ascertain an objective that may not be in accord with others'.
Inclusive Governance Practices in Nonprofit Organizations and Implications for Practice
Authors: Brown William A. 
Published: May 2004

AbstractAn inclusive board seeks information from multiple sources, demonstrates an awareness of the community and constituents that benefit from and contribute to the organization's services, and establishes policies and structures to foster stakeholder contributions. This research investigated the prevalence of inclusive governance practices and its relationship to board composition, diversity attitudes, and recruitment practices. Fifty‐six executive directors and forty‐three board members representing sixty‐two nonprofit organizations returned a mailed survey (29 percent response rate). The study profiled two organizations that represented different styles of inclusive governance. The survey, part of a larger study, contained questions about inclusive practices, board composition, attitudes toward diversity, and recruitment practices. Most organizations indicated that they operate with inclusive governance practices. The organizational profiles provide a picture of boards that used different strategies to accomplish the goal of inclusivity. Boards that use more inclusive practices were not necessarily heterogeneous in board member composition. Inclusive boards were more inclined to be sensitive to diversity issues and used recommended board recruitment practices. The existence of a task force or committee on diversity was also significantly associated with a more inclusive board. Nonprofit organizations must consider their philosophy on stakeholder involvement, recognizing that different strategies lead to different levels of stakeholder involvement.
Training Policy Governance in Nonprofit Boards of Directors: The Views of Trainer‐Consultants
Authors: Brudney Jeffrey L. , Nobbie Patricia Dautel 
Published: May 2004

AbstractAlthough scholars widely discuss John Carver's (1990) Policy Governance model for nonprofit organizations, they have conducted little formal research on the implementation of the model. For this study, the researchers surveyed ninety‐two trainer‐consultants who graduated from Carver's Policy Governance Academy. The goal was to learn three things from their experiences: (1) whether trainer‐consultants maintain the model as a coherent whole or teach only parts of it; (2) what they perceive as the major challenges for nonprofit boards in implementing the Policy Governance model; and (3) what contextual factors, if any, they feel affect implementation of the model across nonprofit boards with different characteristics. Survey responses indicated that (1) consultants predominantly teach the model as a whole, (2) particular policy areas appear to be problematic for nonprofit boards of directors that implement the model, and (3) two contextual factors may negatively affect the ability of a board of directors to successfully implement Policy Governance boards larger than fifteen members, and organizations with no hierarchy, where the board also functions as staff. Overall, consultants' responses indicated that they feel Policy Governance is far superior to other models, but they recognize the problems and challenges that boards face in trying to implement it.
Board Accountability: Lessons from the Field
Authors: Holland Thomas P. 
Published: May 2004

AbstractAccountability has become a major issue in the nonprofit sector. Numerous external and internal approaches to strengthening performance in this area exist, and many nonprofit boards expect their executives to account foruse of their organizations' resources. However, few boards apply any such expectations to themselves. Qualitative analysis of records from interviews, consultations, and meeting observations with 169 board members of thirty‐four diverse nonprofit organizations revealed six sets of practices that foster board accountability. They include setting clear expectations and standards for the group and for its members, actively using policies regarding conflicts of interests, identifying and staying focused on priorities, maintaining strong two‐way communications directly with constituency groups, conducting assessments of meetings and board performance, and experimenting intentionally with new approaches to their work. The experiences of these boards provide numerous examples of practical steps that others may consider when they seek to increase the value they add to their organizations as well as to strengthen public trust.
The Board as a Monitor of Organizational Activity: The Applicability of Agency Theory to Nonprofit Boards
Authors: Miller Judith L. 
Published: May 2004

AbstractMonitoring, as an important function for boards of directors in both the private and nonprofit sectors, receives widespread attention throughout the empirical (Chait, Holland, and Taylor, 1996; Eisenhardt, 1989; Golden‐Biddle and Rao, 1997; Kosnik, 1987) and normative literature (Axelrod, 1994; Block, 1998; Carver, 1997; Houle, 1997; Ingram, 1989). Despite the consensus about the significance of this crucial board responsibility, scholars know little about the ways in which a nonprofit board actually performs its monitoring function. In this article I report on an empirical study of the monitoring behavior of twelve nonprofit boards of directors. Agency theory provides the framework for this analysis. I show that the way in which individual board members define their relationship with the chief executive and understand the scope of the monitoring function influences how, or if, they monitor agency action. The findings also show that, given ambiguous rules of accountability and unclear measures of performance, nonprofit board members tend to monitor in ways that reflect their professional or personal competencies rather than paying attention to measures that would indicate progress toward mission‐related goals and initiatives.
German welfare organizations and the process of European integration
Authors: Lange Chris 
Published: May 2004

AbstractThe process of European integration affects an increasing number of areas of life. The influence of the
European single market on the social sector, including organizations providing human services, can no longer be
denied. This article looks at the activities of the European Commission toward these organizations and argues
that European regulations are relevant to the German system of social service delivery due to the introduction
of market‐like features in the national context. Within this context, German welfare organizations have
discovered an important field of interest representation and lobbying.
Artists as Amateurs and Volunteers
Authors: Brooks Arthur C. 
Published: May 2004

AbstractScholarship on U.S. arts labor has generally focused only on professional artists. However, a large portion of the arts labor force is unpaid. This article takes the first steps toward characterizing both groups simultaneously and uses General Social Survey data (Davis, Smith, and Marsden, 1999) to build probabilistic portraits of active arts participation. Significant pre‐dictors of arts activity are race, region of residence, age, attendance at arts events, political ideology, gender, income, and education. These results have implications for cultural policy and future research on arts activity, especially that focusing on amateurs.
Revisiting the Prediction of Financial Vulnerability
Authors: Trussel John M. 
Published: May 2004

AbstractWhether or not a nonprofit organization is vulnerable to financial problems is a concern of all stakeholders of the organization. Recently, Greenlee and Trussel (2000) and Trussel and Greenlee (2001) expanded Tuckman and Chang's work (1991) to predict which organizations are financially vulnerable. This article extends the work of these authors by developing a model of financial vulnerability that includes four financial indicators, controls for the sector to which an organization belongs, and is based on a sample of over ninety‐four thousand organizations. The model is useful as a screening, monitoring, and attention‐getting device.
Using Economic Theory and Research to Better Understand Volunteer Behavior
Authors: Govekar Paul L. , Govekar Michele A. 
Published: May 2004

AbstractThe literature on the determinants of volunteering for nonprofit organizations is highly complex, and noconceptual model has received general support (Winniford, Carpenter, and Grider, 1997). Researchers often cite the huge economic impact that nonprofit organizations have on the economy as a whole. However, they seldom mention the small but potentially important body of research on the determinants of the supply of volunteer labor that appears in the economics literature.�The purpose of this article is to outline some of the economic arguments used to explain the determinants of volunteering and point out some cases where they may support other theories and concepts concerning the determinants of volunteering.
Is Corporate Engagement an Advocacy Strategy for NGOs?: The Community Aid Abroad Experience
Authors: Phillips Ruth 
Published: May 2004

AbstractThis article focuses on the question of whether corporate engagement can be used as an advocacy strategy for international nongovernmental organizations (NGOs). The article will explore some of the characteristics of corporate engagement by studying the corporate engagement experience of the Australian NGO Community Aid Abroad (CAA) in its program, the Mining Campaign. The risks that emerged for CAA from policy decisions and processes within the development of the campaign are of central concern.
Factors Influencing Women Entrepreneurs of NGOs in India
Authors: Handy Femida , Kassam Meenaz , Renade Shree 
Published: May 2004

AbstractThis article examines women entrepreneurs in the nonprofit sector. Entrepreneurial activity attracts certain kinds of individuals.Such self‐selection is not a random event but is influenced by personal characteristics as well as socioeconomic and cultural factors. This article examines women entrepreneurs in a particular segment of the nonprofit sector in India to determine which factors influence such self‐selection. Our research confirms findings by other scholars that nonprofit entrepreneurs receive a high payoff from promoting social causes. Furthermore, we find that previous experience in the sector, beliefs, culture, social class, education, and family background also play an important role. We explore some policy implications of our findings.
Self‐Help Groups in the Welfare State: Treatment Program or Voluntary Action?
Authors: Karlsson Magnus , Grassman Eva Jeppsson , Hansson Jan‐Håkan 
Published: May 2004

AbstractThis article identifies two different perspectives used when studying self‐help groups: the professional treatment perspective and the voluntary action perspective. An outline of the perspectives leads to a discussion of their consequences for self‐help group research. The authors categorize about five hundred scientific publications from all over the world on the basis of the perspectives they present on self‐help groups; the results indicate that different perspectives seem to be preferred in different countries and when discussing different subjects. Finally, the authors suggest questions and concepts that the perspectives generate, and they emphasize the importance of being aware of which perspective is used in the study of self‐help groups.
The Urge to Merge: A Multiple‐Case Study
Authors: Golensky Martha , DeRuiter Gerald L. 
Published: May 2004

AbstractThe authors undertook a comparative study of three recent mergers of nonprofit organizations in a Midwestern urban center, within the context of political‐economy theory. The research explored the impact of the same environmental factor, managed care, on the initial decisions by organizational leaders and the effects of these early decisions on subsequent actions taken to implement the merger. The study tested the authors' model of the motivations for merging, which proposes that the relationship between the decision‐making style of the leadership and the internal and external resources of the prospective partners determines whether the merger is driven primarily by mission, practicality, stability, or fear. Although the findings provide initial support for the hypotheses derived from the model, a demonstration of the differences in the approach to the merger by each organization indicated that other factors emerged as important driving forces during the various phases of the process.
Passive Support: No Support at All?
Authors: Wollebæk Dag , Selle Per 
Published: May 2004

AbstractSeveral scholars have pointed out a shift from classic secondary associations to tertiary organizations based on passive support in Western countries. This development necessitates a better understanding of passive support within social science and voluntary sector management, on which strong opinions are expressed in the literature. This article attempts to contribute to the empirical basis for such opinions. We suggest that the current anxieties concerning the future of democracy if activity rates drop may be exaggerated.
The economics of performance management in nonprofit organizations
Authors: Speckbacher Gerhard 
Published: May 2004

AbstractThis article analyzes whether and how private‐sector notions of performance management apply to
nonprofit organizations. To this end the author shows that each concept of performance management used in the
private sector is based on a specific economic theory of the firm and its environment. Before transferring
concepts and tools derived from a certain model of the firm and its environment to nonprofit organizations, one
must determine whether the assumptions underlying this model are also adequate for nonprofit organizations.
Otherwise, one must first adjust those assumptions and analyze whether the derived concepts and tools are still
meaningful in the new context; if not, one must determine how to modify them accordingly. The analysis
elaborates on the differences between for‐profit and nonprofit organizations that are important for
applying performance management concepts. Moreover, the author discusses the practical implications for the use
of balanced scorecards in nonprofits.
Organizational transformation among NGOs, North and South
Authors: Snavely Keith , Kulygina Evgenia 
Published: May 2004

AbstractGoing Global: Transforming Relief and Development NGOs, by Marc Linberg and Coralie Bryant.
Bloomfield, Conn.: Kumarian Press, 2001. 271 pp., $25.95 cloth.Towards Financial Self‐Reliance: A Handbook of Resource Mobilization for Civil Society
Organizations in the South, by Richard Holloway. London: Earthscan, 2001. 233 pp., $25.00 cloth.
Executive Compensation in the Nonprofit Sector
Authors: Oster Sharon M. 
Published: May 2004

AbstractAn examination of executive compensation in the nonprofit sector indicates that, as in the for‐profit sector, the salaries of nonprofit executive directors depend heavily upon the organization's size. Among nonprofits, both ideology and the composition of revenues substantially affect executive compensation levels. The results of this study indicate broad differences across segments of the nonprofit sector and a strong role for ideology in the setting of compensation.
The Adoption of the Corporate Governance Model by Nonprofit Organizations
Authors: Alexander Jeffrey A. , Weiner Bryan J. 
Published: May 2004

AbstractThis article examines the circumstances under which nonprofit organizations adopt corporate governance practices. In the study reported here, the authors found that adoption of corporate governance practices depends primarily on the presence of a supportive institutional (that is, value) context as well as available resources to support governance restructuring. These findings strongly suggest that the adoption of structures and practices from the for‐profit sector is neither a feasible nor even a desirable solution to problems facing many nonprofit organizations.