We employ public management relationship theory to examine how nonprofits can effectively engage social media stakeholders in two-way communication. Though many nonprofit organizations have a social ...media presence, there is variance in how well organizations use social media to engage stakeholders. Simply having a social media presence is not enough to engage stakeholders. We examine Facebook posts of a stratified random sample of youth development organizations to determine what predicts stakeholder engagement. We find the type of Facebook post is a significant predictor of stakeholder engagement. Longer posts also significantly predict increased stakeholder engagement. At the organizational level, having many posts is a significant negative predictor of stakeholder engagement, indicating that users may feel bombarded and are less likely to engage. Increased organizational spending on advertising as a proportion of total budget is positively associated with stakeholder engagement.
In this article, we demonstrate the method of participatory causal modeling to map the interdependencies of critical performance variables in a complex nonprofit health care provider with ...considerable financial and operational control challenges. Critical performance variables are output performance dimensions that are fundamental indicators of organizational success. Causal modeling provides an approach for nonprofit leaders to examine how critical performance variables dynamically and recursively affect each other and thereby offers a path to identify key points of leverage for organizational action. Using a case study, we show that participatory system dynamics modeling revealed assumptions, choices, and complexities and so helped a nonprofit health care organization recognize possible strategic opportunities. This study demonstrates an approach that other nonprofits may deploy in situations where they are experiencing competing objectives and constraints in managing critical performance variables.
The use of interorganizational relationships such as collaboration, partnerships, and alliances between public, private, and nonprofit organizations for the delivery of human services has increased. ...This article contributes to the growing body of knowledge on collaboration by exploring one kind of interorganizational relationship-interagency collaboration-in the field of early care and education. It examines variations within interagency collaborations and their impact on management and program outcomes. The findings show that interagency collaboration has a clear impact on management, program, and client outcomes: Specifically, the intensity of the collaborative relationship has a positive and statistically significant impact on staff compensation, staff turnover, and school readiness.
Nonprofit organizations draw financial support from multiple sources including contributions, earned income, government support, and returns on investment, but the source of variation in income ...portfolios is not well understood. The authors draw on a ‘‘benefits theory of nonprofit finance’’ to illuminate the relationship between the programs and services that a nonprofit provides and the sources from which it obtains income. The authors analyze detailed revenue and expenditure data from eighty-seven Jewish Community Centers, estimating models that show significant associations between expenditures on particular types of services and the sources of an organization’s revenue. Specifically, expenditures on services of a more private goods nature are associated with greater reliance on earned income while expenditures on services of a more public goods nature are associated with greater reliance on charitable sources. Results are potentially important for nonprofit management practice because they suggest closer coordination of an organization’s resource development strategy with its programming.
This article explains the socio-psychological factors that influence public administrators' governance choices when dealing with not-for-profit (NFP) and for-profit (FP) providers. In particular, it ...highlights the use of stereotypes in public administrators' categorization of NFP and FP motives and expected behaviours, and whether they then prioritize the use of trust or control in the governance of the contractual arrangements. The main implication for public sector managers is that the tendency to social categorization and bias can be an issue in creating the proper mechanisms to ensure the delivery of effective services. In contracting out, the use of categorization by public administrators can reduce their propensity to trust those who are perceived as an outgroup, and hence result in them adopting more formal control mechanisms, while for those perceived as an ingroup their inclination to trust will result in the use of less formal control mechanisms.
With the ongoing and expanding use of willed bodies in medical
education and research, there has been a concomitant rise in the need for willed
bodies and an increase in the means of supplying these ...bodies. A relatively
recent development to enlarge this supply has been the growth of for‐
profit willed body companies (“body brokers”) in the United States.
These companies advertise for donors, cover all cremation and other fees for the
donor, distribute the bodies or body parts nationally and internationally, and
charge their users for access to the body or body parts. In doing so, they
generate substantial profits. This review examines the historical development of
willed body programs, the legal and economic aspects of willed body programs, and
then provides an ethical framework for the use of willed bodies. The ethical
principles described include detailed informed consent from the donors,
comprehensive and transparent information about the process from the body
donation organizations, and societal input on the proper and legal handling of
willed bodies. Based on the ethical principles outlined, it is recommended that
there be no commercialization or commodification of willed bodies, and that
programs that use willed bodies should not generate profit.
•Getting Ahead in the Race for a Cure: How Nonprofits are Financing Biomedical R&D.•Disease-related nonprofits contribute to biomedical R&D through grantmaking and lobbying.•Firms in less competitive ...geographic markets are more likely to lobby and less likely to be grantmaking.•Conditional on undertaking a joint lobbying-grantmaking strategy, market concentration is positively associated with levels of grantmaking funding.•There are significant discrepancies between charitable and federal funding levels across disease.
In recent years, nonprofit firms focused on specific diseases have increased their grantmaking efforts in the search of a cure. They have become more aggressive in directly funding research and lobbying for public support, even if their cause affects a small number of people. This paper contributes to the literatures on R&D financing by developing the first production function for disease and medical research nonprofits, a growing funder of biomedical R&D. Using IRS data, the model estimates the role of market competition and firm demographics on the adoption of grantmaking and lobbying strategies. Most notably, results provide evidence that firms in more geographically concentrated (less competitive markets) are more likely to adopt a lobbying strategy and less likely to be grantmaking on the extensive margin. Descriptive cases also illustrate funding discrepancies between charitable and government support across disease prevalence.
Drawing on comparative case studies, this article critiques the positioning of accountability as a benign and straightforward governance function. From a critical management studies perspective, I ...offer a conceptualization of the relationship between governance and accountability in which issues of power, beliefs about the nature of organizing, and social relations are integral features. The article clarifies how principal-agent governance assumptions, based on a central logic of unitarism, can drive narrow compliance-based interpretations of accountability. Such an approach appears at odds with the values embedded in the social missions of many nonprofits insofar as they prioritize small sections of powerful stakeholders over sustained periods of time. Conversely, a pluralist logic appears to create space for broad accountability to multiple stakeholders. Here, expressive, values-based accountability is seen as a source of legitimacy and can produce complex relationships, which challenge the instrumental orientation to social relations that principal-agent theories assume.
Philanthropic Foundation Responses to COVID-19 Finchum-Mason, Emily; Husted, Kelly; Suárez, David
Nonprofit and voluntary sector quarterly,
12/2020, Letnik:
49, Številka:
6
Journal Article
Recenzirano
Odprti dostop
Philanthropic foundations are critical actors in the nonprofit sector—funding the programs of social and human service charities, fostering innovation, and serving as patrons of the arts. However, ...the dramatic growth of foundations and their endowments in recent decades has intensified charges of plutocracy—the claim that foundations are more interested in protecting their power and privilege than in contributing to the public good. The COVID-19 crisis has brought this critique into sharp focus, leading to the question, “How are large foundations acting to stem COVID-19’s impact and help in the process of recovery?” Our descriptive study leverages data from a nationwide survey of the 500 largest philanthropic foundations (by total assets) in the United States to characterize foundations’ (a) changes to internal strategy or giving, (b) shifts in relationships with grantee organizations, (c) prioritization of communities most affected by the COVID-19 crisis, and (d) collaboration across organizations and sectors.
This article provides a new understanding of how organisations from the profit and non-profit sectors collaborated to fundraise for the arts in Interwar Britain. The central focus is the Contemporary ...Art Society (CAS) an organisation established in the belief that the art being acquired for national collections was inadequate. Based on an analysis of CAS committee members; the relationship between the CAS and commercial galleries through the Society's subscriber scheme; and a number of collaborative exhibitions organised between 1919 and 1939, we argue that the CAS exercised cultural entrepreneurship, raising revenue to shape a new direction for the British Artworld.
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