Abstract
The nonprofit sector’s ability to absorb increases in labor costs differs from the private sector in a number of ways. We analyse how nonprofits are affected by changes in the minimum wage ...utilizing data from the Bureau of Labor Statistics and the Internal Revenue Service, linked to state minimum wages. We examine changes in reported employment and volunteering, as well as other financial statements such as revenues and expenses. The results from both datasets show a negative impact on employment for states with large statutory minimum wage increases. We observe some evidence for a reduction in the number of nonprofit establishments, fundraising expenses, and revenues from contributions.
This paper analyzes the roles of social entrepreneurship and transformational leadership in explaining the social value and the organizational performance of non-profit social organizations. By ...evaluating the role of socioeconomic context as the moderating variable, the results confirm the strong influence of social entrepreneurship on social value and the effects of social entrepreneurship and transformational leadership on organizational performance. The socioeconomic context proves to be an important moderator of the hypothesized relations. In an unfavorable context, transformational leadership becomes relevant in explaining social value and organizational performance. However, in a favorable context, social entrepreneurship provides more significant support to social value and organizational performance, and social value itself also has an effect on organizational performance.
This paper analyzes how professional values and practices influence the character of nonprofit organizations, with data from a random sample of 501(c)(3) operating charities in the San Francisco Bay ...Area collected between 2003 and 2004. Expended professionalism in the nonprofit world involves not only paid, full-time careers and credentialed expertise but also the integration of professional ideals into the everyday world of charitable work. We develop key indicators of professionalism and measure organizational rationalization as expressed in the use of strategic planning, independent financial audits, quantitative program evaluation, and consultants. As hypothesized, charities operated by paid personnel and full-time management show higher levels of rationalization. While traditional professionals (doctors, lawyers, and the clergy) do not differ significantly from executives with no credentialed background in eschewing business-like practices, managerial professionals champion such efforts actively, as do semi-professionals, albeit more modestly. Management training is also an important spur to rationalization. We assess what is gained and lost and the tension that can arise when nonprofits become professionalized and adopt more methodical, bureaucratic procedures.
MODELLING SOCIAL ENTERPRISES SZYMAŃSKA, Aleksandra; JEGERS, Marc
Annals of public and cooperative economics,
December 2016, Letnik:
87, Številka:
4
Journal Article
Recenzirano
ABSTRACT
The majority of research concentrates exclusively on the objectives of governments, profit entities or non‐profit organizations, while a significant number of organizations are hybrids. One ...form of these hybrids is the social enterprise. This paper theoretically describes social enterprises taking into consideration their main aims. Based on the ‘earned income’ school of thought, the principal‐agent theory and considering the nature of social enterprises’ activities we propose the objective functions of their owners (principals) and managers (agents). The maximization problem of the social enterprise is defined as the weighted average of the utilities of two groups of stakeholders who have an influence on the degree of the realization of the social mission and business orientations. We point out the direction which social enterprises should follow in order to obtain the highest value of their objective functions. The desired state for social enterprises should be one in which they reinvest all surpluses in the process of their mission realization and their profit is slightly higher than the required level by the principal's contract.
Our research bears on two critical issues for contemporary Russia: federal-regional power relations; and whether Moscow can modernize institutions and address dissatisfaction with social service ...delivery, a major political issue. It is the first comprehensive study of a major 2015 reform that ended the state monopoly over service provision and initiated outsourcing (contracting out) to socially oriented non-profits (SONPOs) and other non-state organizations. We find substantial interregional variation. Statistical tests of economic, political, and institutional explanations show that only the economic helps to explain variation across Russia's regions. We rely on comparisons of six regions, drawing on semi-structured interviews to gain a contextualized understanding of their varied implementation strategies. Key findings are that regional leaders demonstrated agency in crafting diverse strategies, while the Center showed flexibility. Whether Moscow can modernize public services remains unclear, though there is some evidence of improvement since the beginning of the outsourcing reform.
Research on fundraising performance links organizational size, professional donor engagement, and legitimacy with fundraising outcomes. But can we assume the same factors will positively impact ...fundraising performance in light of increasing competition among nonprofits? This study explores whether and how traditional factors known to impact fundraising performance perform in the context of online fundraising tournaments: an environment that is explicitly competitive as those who lose drop out. Our analysis draws on data from 596 US nonprofits that participated in such tournaments. This inquiry addresses increasing competitive pressures placed on nonprofits as they likely cannot avoid competition in the future.
The relationship between chairs and chief executive officers (CEOs) has been largely neglected in research on nonprofit governance. Yet, a growing body of research on corporate governance in the ...private and public sectors suggests that this relationship is crucial both to the effective functioning of the board and the leadership of the organization. Much of the research on chair–CEO relationships has used cross-sectional research designs ignoring the fact that these relationships will evolve over time. This article responds to some of these challenges. It presents the results from longitudinal research examining the relationship between the chair and chief executive in a nonprofit organization. It shows how this relationship is “negotiated” and develops over time in response to contextual changes.
Nonprofit ridesharing presents an underutilized opportunity for increasing transportation sustainability, as well as users’ economic and social benefits, while reducing adverse environmental impacts. ...However, while app-based ridesharing has achieved only modest uptake, mostly limited to longer trips, in certain contexts, self-organized ridesharing (SORS) has shown significant achievements, even for the challenging short- and mid-range commuting trips. Still, knowledge regarding the key elements and mechanisms behind successful SORS is partial, hindering the ability to effectively leverage SORS diffusion and scaling potential. Following the premise that successful initiatives may provide learning opportunities, this study aims at narrowing this knowledge gap by performing a comparative cross-cultural systematic study of eight diverse SORS cases. The study uses a recently designed conceptual framework and multiple research methods (mainly online data exploration, personal interviews, observations, and documents analysis) to comprehensively examine SORSs’ attributes and evolution stages and processes. Study findings highlight repeated patterns as well as the role of context, official actors, and local practices in shaping initiative’s dynamics towards success. The study offers general and specific policy recommendations for supporting the early development, growth, and diffusion of SORS, as well as reflections on post pandemic ridesharing.
In recent years, arts and culture nonprofits have sought to make themselves more relevant to community issues by engaging in advocacy. Based on survey data drawn from a national sample of arts ...nonprofits, this study compares the different levels of advocacy carried out by all arts nonprofits and by minority-led arts nonprofits. To explain the varying levels of advocacy, this study focuses on the diversity of an organization’s constituents and its surrounding community, as well as the ethnic or racial identity and the professional background of its leader. Our results indicate that constituent and community racial and ethnic compositions are associated with the level of advocacy at arts nonprofits. Also, arts nonprofits with leaders who have been in the arts industry for a significant time are more likely to be engaged in advocacy than otherwise similar organizations. We discuss the implication of diversity and professional leadership on arts nonprofits’ advocacy.
Employee Volunteering (EV) schemes represent a cornerstone of many company Corporate Social Responsibility (CSR) strategies, being identified as a classic “win-win” situation in which businesses ...contribute significant resources into local communities while gaining a more skilled and engaged workforce and increased reputational benefits. This article questions the “win-win” scenario of EV arguing that existing research has focused predominantly upon the business–employee dimension while largely ignoring the role of third sector organizations engaging in these relationships. By focusing more directly on third sector experiences, the article identifies four “gaps” which place considerable constraints on the reach and impact of EV. It demonstrates the importance of not simply presuming a “win” for the third sector and the added value that can be gained from redirecting EV research toward the “business/nonprofit interface.”
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