James A. Phills
- Published in print:
- 2005
- Published Online:
- October 2011
- ISBN:
- 9780195171280
- eISBN:
- 9780199850327
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195171280.003.0001
- Subject:
- Business and Management, Strategy
There is limited progress in solving the most pressing social problems and addressing fundamental needs despite the magnitude of resources in the hands of nonprofit organizations. Taking an ...
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There is limited progress in solving the most pressing social problems and addressing fundamental needs despite the magnitude of resources in the hands of nonprofit organizations. Taking an organizational approach can help strengthen the nonprofit organizations that are central to social progress. The premise is that if when the leadership, management, and organizational capacity of the sector are improved, other factors will follow. The importance of leadership, management, and organizational capability are shown in this chapter. It is essential to avoid broad generalizations about the differences between the nonprofit organizations and businesses that mask or ignore fundamental similarities with respect to central management and leadership challenges. Determination of the features of individual organizations that influence the applicability of a particular conceptual framework is important. The three fundamental building blocks of organizational effectiveness, namely direction, motivation, and design, are described.Less
There is limited progress in solving the most pressing social problems and addressing fundamental needs despite the magnitude of resources in the hands of nonprofit organizations. Taking an organizational approach can help strengthen the nonprofit organizations that are central to social progress. The premise is that if when the leadership, management, and organizational capacity of the sector are improved, other factors will follow. The importance of leadership, management, and organizational capability are shown in this chapter. It is essential to avoid broad generalizations about the differences between the nonprofit organizations and businesses that mask or ignore fundamental similarities with respect to central management and leadership challenges. Determination of the features of individual organizations that influence the applicability of a particular conceptual framework is important. The three fundamental building blocks of organizational effectiveness, namely direction, motivation, and design, are described.
James A. Phills
- Published in print:
- 2005
- Published Online:
- October 2011
- ISBN:
- 9780195171280
- eISBN:
- 9780199850327
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195171280.003.0002
- Subject:
- Business and Management, Strategy
This chapter introduces the idea of mission and, in particular, the different functions of a mission, as well as its inherent limitations. In order to gain some insight into the notion of mission, ...
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This chapter introduces the idea of mission and, in particular, the different functions of a mission, as well as its inherent limitations. In order to gain some insight into the notion of mission, one must think about what mission is not and what it should not be expected to do for an organization, as well as what mission is and what it should be expected to do. The mission is related to economic logic. The Collins and Porras' description of each of the components of mission and how they are manifested in the corporate sector is reviewed in this chapter. Then the chapter gives examples and applications from the nonprofit sector that illustrate ways in which the fundamental social purpose of nonprofit organizations can make this framework even more powerful than it is in the world of business. Furthermore, the four components identified by Collins and Porras are examined.Less
This chapter introduces the idea of mission and, in particular, the different functions of a mission, as well as its inherent limitations. In order to gain some insight into the notion of mission, one must think about what mission is not and what it should not be expected to do for an organization, as well as what mission is and what it should be expected to do. The mission is related to economic logic. The Collins and Porras' description of each of the components of mission and how they are manifested in the corporate sector is reviewed in this chapter. Then the chapter gives examples and applications from the nonprofit sector that illustrate ways in which the fundamental social purpose of nonprofit organizations can make this framework even more powerful than it is in the world of business. Furthermore, the four components identified by Collins and Porras are examined.
James A. Phills Jr.
- Published in print:
- 2005
- Published Online:
- October 2011
- ISBN:
- 9780195171280
- eISBN:
- 9780199850327
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195171280.001.0001
- Subject:
- Business and Management, Strategy
Today's nonprofit organizations face an environment characterized by higher levels of competition for funding, clients and audiences, talent, and recognition. In addition, they confront greater ...
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Today's nonprofit organizations face an environment characterized by higher levels of competition for funding, clients and audiences, talent, and recognition. In addition, they confront greater pressures from donors, government, and the public to demonstrate efficiency, effectiveness, sustainability, and accountability, while intense social needs and problems, as well as the desire for growth, drive them to expand their programs and activities. Collectively, these challenges go to the heart of fundamental issues of mission and strategy. This book applies and adapts the core body of general management knowledge about mission, strategy, and execution to help nonprofit leaders deal with the special challenges they face. It strives to draw on this knowledge in a way that does not dilute or oversimplify, and at the same time recognizes the unique features of the nonprofit or voluntary sector. The book develops an action-oriented framework that combines rigorous analysis with the practical challenge of execution and change. In addition to helping nonprofit leaders think through important decisions and make concrete choices, the book also provides a shared language and a discipline that can serve as the basis for more productive discussions between the individuals who lead nonprofits, the business executives who serve on their boards, and the philanthropists who support their organizations and programs. This last objective is critical, because too often nonprofit leaders and board members complain that they can't reap the benefits of the expertise of their supporters, funders, and volunteers from the business sector.Less
Today's nonprofit organizations face an environment characterized by higher levels of competition for funding, clients and audiences, talent, and recognition. In addition, they confront greater pressures from donors, government, and the public to demonstrate efficiency, effectiveness, sustainability, and accountability, while intense social needs and problems, as well as the desire for growth, drive them to expand their programs and activities. Collectively, these challenges go to the heart of fundamental issues of mission and strategy. This book applies and adapts the core body of general management knowledge about mission, strategy, and execution to help nonprofit leaders deal with the special challenges they face. It strives to draw on this knowledge in a way that does not dilute or oversimplify, and at the same time recognizes the unique features of the nonprofit or voluntary sector. The book develops an action-oriented framework that combines rigorous analysis with the practical challenge of execution and change. In addition to helping nonprofit leaders think through important decisions and make concrete choices, the book also provides a shared language and a discipline that can serve as the basis for more productive discussions between the individuals who lead nonprofits, the business executives who serve on their boards, and the philanthropists who support their organizations and programs. This last objective is critical, because too often nonprofit leaders and board members complain that they can't reap the benefits of the expertise of their supporters, funders, and volunteers from the business sector.
James A. Phills
- Published in print:
- 2005
- Published Online:
- October 2011
- ISBN:
- 9780195171280
- eISBN:
- 9780199850327
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195171280.003.0004
- Subject:
- Business and Management, Strategy
This chapter deals with the understanding and analyzing of the organization's competitive environment in which strategies are produced. It begins with an extensive description and explication of the ...
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This chapter deals with the understanding and analyzing of the organization's competitive environment in which strategies are produced. It begins with an extensive description and explication of the ideas in the for-profit setting and with the ways the framework can be adapted for use in the nonprofit setting. The focus is placed on how industry analysis provides a systematic way of identifying the key external challenges that must be addressed in the development and evaluation of strategy. In addition, a framework for analyzing industry structure and thinking through the implications for strategy is illustrated. Porter's five forces framework highlight the fact that competitors are not the only actors whose behavior affects a firm's profitability; other players can also siphon off the value created by firms in an industry. Some of the practical issues in conducting an industry analysis in a real-world settings are addressed.Less
This chapter deals with the understanding and analyzing of the organization's competitive environment in which strategies are produced. It begins with an extensive description and explication of the ideas in the for-profit setting and with the ways the framework can be adapted for use in the nonprofit setting. The focus is placed on how industry analysis provides a systematic way of identifying the key external challenges that must be addressed in the development and evaluation of strategy. In addition, a framework for analyzing industry structure and thinking through the implications for strategy is illustrated. Porter's five forces framework highlight the fact that competitors are not the only actors whose behavior affects a firm's profitability; other players can also siphon off the value created by firms in an industry. Some of the practical issues in conducting an industry analysis in a real-world settings are addressed.
James A. Phills
- Published in print:
- 2005
- Published Online:
- October 2011
- ISBN:
- 9780195171280
- eISBN:
- 9780199850327
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195171280.003.0003
- Subject:
- Business and Management, Strategy
This chapter explores the purpose and importance of strategy for the nonprofit organization. It also examines a framework for developing, articulating, and evaluating strategy, and shows how to apply ...
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This chapter explores the purpose and importance of strategy for the nonprofit organization. It also examines a framework for developing, articulating, and evaluating strategy, and shows how to apply this framework in practice. The understanding on what it is and from where it came is described. The focus of this chapter is on the firm, where competitive advantage is the most central concept. The three elements of complete strategy, namely scope, competitive advantage, and logic, are discussed.Less
This chapter explores the purpose and importance of strategy for the nonprofit organization. It also examines a framework for developing, articulating, and evaluating strategy, and shows how to apply this framework in practice. The understanding on what it is and from where it came is described. The focus of this chapter is on the firm, where competitive advantage is the most central concept. The three elements of complete strategy, namely scope, competitive advantage, and logic, are discussed.
James A. Phills
- Published in print:
- 2005
- Published Online:
- October 2011
- ISBN:
- 9780195171280
- eISBN:
- 9780199850327
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195171280.003.0007
- Subject:
- Business and Management, Strategy
This chapter examines the role of leadership in formulating and then executing the mission and strategy of a nonprofit organization. In particular, these tasks are associated with the functional ...
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This chapter examines the role of leadership in formulating and then executing the mission and strategy of a nonprofit organization. In particular, these tasks are associated with the functional approach to leadership and the basic functions of direction, motivation, and design. The functional approach to leadership assumes that leadership cannot be disaggregated to atomistic behaviors, but rather that it is best defined in terms of the functions that must be fulfilled if the organization is to survive and thrive. Examples of how leaders fulfill the basic functions of direction, motivation, and design, drawn from both the nonprofit and for-profit world, are presented.Less
This chapter examines the role of leadership in formulating and then executing the mission and strategy of a nonprofit organization. In particular, these tasks are associated with the functional approach to leadership and the basic functions of direction, motivation, and design. The functional approach to leadership assumes that leadership cannot be disaggregated to atomistic behaviors, but rather that it is best defined in terms of the functions that must be fulfilled if the organization is to survive and thrive. Examples of how leaders fulfill the basic functions of direction, motivation, and design, drawn from both the nonprofit and for-profit world, are presented.
Edward L. Glaeser (ed.)
- Published in print:
- 2003
- Published Online:
- February 2013
- ISBN:
- 9780226297859
- eISBN:
- 9780226297866
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226297866.003.0001
- Subject:
- Economics and Finance, Financial Economics
This introductory chapter begins by with a simple model of the choices made by nonprofit organizations. It considers a model with four types of actors: a manager (meant to represent the CEO and the ...
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This introductory chapter begins by with a simple model of the choices made by nonprofit organizations. It considers a model with four types of actors: a manager (meant to represent the CEO and the board), workers, donors, and customers. Each of these actors has different preferences about the nature of the organization's product. The model focuses on whose preferences come to dominate the firm's decision making. Does the firm ultimately hew toward the preferences of donors, customers, workers, or management? After presenting the model, the chapter discusses donor–worker–customer conflicts in four key nonprofit industries: academia (particularly the better-endowed universities), hospitals, art museums, and the Catholic Church. It argues that all four industries support the basic point of the model: weak incentives mean that workers come to greatly influence the practices of nonprofits. An overview of the subsequent chapters is also presented.Less
This introductory chapter begins by with a simple model of the choices made by nonprofit organizations. It considers a model with four types of actors: a manager (meant to represent the CEO and the board), workers, donors, and customers. Each of these actors has different preferences about the nature of the organization's product. The model focuses on whose preferences come to dominate the firm's decision making. Does the firm ultimately hew toward the preferences of donors, customers, workers, or management? After presenting the model, the chapter discusses donor–worker–customer conflicts in four key nonprofit industries: academia (particularly the better-endowed universities), hospitals, art museums, and the Catholic Church. It argues that all four industries support the basic point of the model: weak incentives mean that workers come to greatly influence the practices of nonprofits. An overview of the subsequent chapters is also presented.
Elisabeth S. Clemens and Doug Guthrie
- Published in print:
- 2011
- Published Online:
- February 2013
- ISBN:
- 9780226109961
- eISBN:
- 9780226109985
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226109985.003.0001
- Subject:
- Sociology, Comparative and Historical Sociology
This chapter focuses on the concept of “politics and partnerships” in American history and political development. Given the prominence of nonprofit organizations and philanthropic endeavors in public ...
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This chapter focuses on the concept of “politics and partnerships” in American history and political development. Given the prominence of nonprofit organizations and philanthropic endeavors in public affairs, the fragmented and confused understanding of the role of voluntary associations in American governance has become more difficult to ignore. The ramifying system of public–private partnerships in social provision demands systematic recognition in political analysis, but that recognition cannot begin with the premise that such arrangements are entirely novel. A sustained analysis of the reasons why such arrangements have succeeded and failed in the past can inform contemporary efforts to understand and transform contemporary systems of governance in the United States.Less
This chapter focuses on the concept of “politics and partnerships” in American history and political development. Given the prominence of nonprofit organizations and philanthropic endeavors in public affairs, the fragmented and confused understanding of the role of voluntary associations in American governance has become more difficult to ignore. The ramifying system of public–private partnerships in social provision demands systematic recognition in political analysis, but that recognition cannot begin with the premise that such arrangements are entirely novel. A sustained analysis of the reasons why such arrangements have succeeded and failed in the past can inform contemporary efforts to understand and transform contemporary systems of governance in the United States.
Paul-Brian McInerney
- Published in print:
- 2014
- Published Online:
- May 2014
- ISBN:
- 9780804785129
- eISBN:
- 9780804789066
- Item type:
- book
- Publisher:
- Stanford University Press
- DOI:
- 10.11126/stanford/9780804785129.001.0001
- Subject:
- Sociology, Politics, Social Movements and Social Change
What happens when social movement ideals meet market principles? Based on a three-year ethnography of a technology movement, this book shows how social movements make and shape markets. To illustrate ...
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What happens when social movement ideals meet market principles? Based on a three-year ethnography of a technology movement, this book shows how social movements make and shape markets. To illustrate how movements shape markets this book tells the story of the “Circuit Riders,” a group of social justice activists dedicated to sparking a technology revolution among grassroots and nonprofit organizations. The movement enrolled and mobilized many activists, growing 10,000 strong in just a few years. But market forces soon derailed the revolution. With the support of multinational corporations, a new organization recognized a nascent market in the wake of the Circuit Rider movement. Called NPower, this social enterprise combined social values, like helping nonprofit organizations and market practices, like charging fees for service and developing complex performance metrics. NPower experienced nearly instant success tapping foundation funding and corporate support to forge a market for technology services in the nonprofit sector. Even in decline, the Circuit Riders continued to shape the market they inadvertently created. By mobilizing open source technologies and offering low-cost technology to those in need, the Circuit Riders became a necessary check on otherwise unfettered market forces.Less
What happens when social movement ideals meet market principles? Based on a three-year ethnography of a technology movement, this book shows how social movements make and shape markets. To illustrate how movements shape markets this book tells the story of the “Circuit Riders,” a group of social justice activists dedicated to sparking a technology revolution among grassroots and nonprofit organizations. The movement enrolled and mobilized many activists, growing 10,000 strong in just a few years. But market forces soon derailed the revolution. With the support of multinational corporations, a new organization recognized a nascent market in the wake of the Circuit Rider movement. Called NPower, this social enterprise combined social values, like helping nonprofit organizations and market practices, like charging fees for service and developing complex performance metrics. NPower experienced nearly instant success tapping foundation funding and corporate support to forge a market for technology services in the nonprofit sector. Even in decline, the Circuit Riders continued to shape the market they inadvertently created. By mobilizing open source technologies and offering low-cost technology to those in need, the Circuit Riders became a necessary check on otherwise unfettered market forces.
Paul-Brian McInerney
- Published in print:
- 2014
- Published Online:
- May 2014
- ISBN:
- 9780804785129
- eISBN:
- 9780804789066
- Item type:
- chapter
- Publisher:
- Stanford University Press
- DOI:
- 10.11126/stanford/9780804785129.003.0005
- Subject:
- Sociology, Politics, Social Movements and Social Change
This chapter explains how NPower worked to institutionalize their entrepreneurial approach to nonprofit technology by expanding and replicating their model nationally. This chapter illustrates how ...
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This chapter explains how NPower worked to institutionalize their entrepreneurial approach to nonprofit technology by expanding and replicating their model nationally. This chapter illustrates how organizations translate existing models to local environments while maintaining enough similarity to the original as to be recognizable as such. Here, I present data from a longitudinal organizational ethnography at the NPower office in New York, the first and arguably most successful affiliate of the NPower national expansion. This chapter explains moral ambivalence, the tension created by the entrepreneurial strategy of combining social and economic values. Moral ambivalence forces hybrid organizations, like social enterprises, to appeal to multiple stakeholders simultaneously expanding moral legitimacy. However, such a strategy also makes the organization vulnerable to moral legitimacy challenges from other actors, in this case members of the Circuit Rider movement.Less
This chapter explains how NPower worked to institutionalize their entrepreneurial approach to nonprofit technology by expanding and replicating their model nationally. This chapter illustrates how organizations translate existing models to local environments while maintaining enough similarity to the original as to be recognizable as such. Here, I present data from a longitudinal organizational ethnography at the NPower office in New York, the first and arguably most successful affiliate of the NPower national expansion. This chapter explains moral ambivalence, the tension created by the entrepreneurial strategy of combining social and economic values. Moral ambivalence forces hybrid organizations, like social enterprises, to appeal to multiple stakeholders simultaneously expanding moral legitimacy. However, such a strategy also makes the organization vulnerable to moral legitimacy challenges from other actors, in this case members of the Circuit Rider movement.
Heath Brown
- Published in print:
- 2016
- Published Online:
- May 2017
- ISBN:
- 9781501704833
- eISBN:
- 9781501705922
- Item type:
- chapter
- Publisher:
- Cornell University Press
- DOI:
- 10.7591/cornell/9781501704833.003.0001
- Subject:
- Political Science, American Politics
This introductory chapter sets out the objectives of this book as well as the theoretical approach it undertakes. Against the backdrop of the 2012 U.S. elections, the press and political pundits were ...
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This introductory chapter sets out the objectives of this book as well as the theoretical approach it undertakes. Against the backdrop of the 2012 U.S. elections, the press and political pundits were right to frame the reelection of Barack Obama as president as a harbinger of the growing power of Hispanic and Asian American voters, but the media often overlook the variety of immigrant nonprofit organizations that have been working hard to energize these voters for decades. The chapter places the focus on these organizations as it lays down the key questions, scope, and methodology for this research. It also introduces two key case studies—Arab Community Center for Economic and Social Services (ACCESS) and New Immigrant Community Empowerment (NICE)—both of which demonstrate some of the diverse ways immigrants receive services, representation, and collectively express a political identity.Less
This introductory chapter sets out the objectives of this book as well as the theoretical approach it undertakes. Against the backdrop of the 2012 U.S. elections, the press and political pundits were right to frame the reelection of Barack Obama as president as a harbinger of the growing power of Hispanic and Asian American voters, but the media often overlook the variety of immigrant nonprofit organizations that have been working hard to energize these voters for decades. The chapter places the focus on these organizations as it lays down the key questions, scope, and methodology for this research. It also introduces two key case studies—Arab Community Center for Economic and Social Services (ACCESS) and New Immigrant Community Empowerment (NICE)—both of which demonstrate some of the diverse ways immigrants receive services, representation, and collectively express a political identity.
Mike W. Martin
- Published in print:
- 2000
- Published Online:
- October 2011
- ISBN:
- 9780195133257
- eISBN:
- 9780199848706
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195133257.003.0004
- Subject:
- Philosophy, Moral Philosophy
Voluntary service beyond minimum requirements is an important aspect of professionalism, yet it has received little attention in the study of professional ethics. The dominance of the consensus ...
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Voluntary service beyond minimum requirements is an important aspect of professionalism, yet it has received little attention in the study of professional ethics. The dominance of the consensus paradigm partly explains the neglect: if professional ethics is nothing but the duties incumbent on all members of a profession, together with resolving the dilemmas when duties conflict, then optional voluntary service is automatically excluded from consideration. A related reason for the neglect of voluntary service (or philanthropy) is the more general preoccupation of ethicists (over the last two hundred years) with universal duties, to the neglect of personal ideals of service. This chapter discusses three overlapping dimensions of voluntary service in the professions: pro bono service, work in nonprofit organizations, and supererogatory commitments. Each highlights personal commitments in professional ethics, but the last topic especially leads into wider issues in ethical theory. The chapter tries to make sense of how some courses of action can become responsibilities and yet remain supererogatory — how they can be supererogatory responsibilities.Less
Voluntary service beyond minimum requirements is an important aspect of professionalism, yet it has received little attention in the study of professional ethics. The dominance of the consensus paradigm partly explains the neglect: if professional ethics is nothing but the duties incumbent on all members of a profession, together with resolving the dilemmas when duties conflict, then optional voluntary service is automatically excluded from consideration. A related reason for the neglect of voluntary service (or philanthropy) is the more general preoccupation of ethicists (over the last two hundred years) with universal duties, to the neglect of personal ideals of service. This chapter discusses three overlapping dimensions of voluntary service in the professions: pro bono service, work in nonprofit organizations, and supererogatory commitments. Each highlights personal commitments in professional ethics, but the last topic especially leads into wider issues in ethical theory. The chapter tries to make sense of how some courses of action can become responsibilities and yet remain supererogatory — how they can be supererogatory responsibilities.
Nina Eliasoph
- Published in print:
- 2011
- Published Online:
- October 2017
- ISBN:
- 9780691147093
- eISBN:
- 9781400838820
- Item type:
- chapter
- Publisher:
- Princeton University Press
- DOI:
- 10.23943/princeton/9780691147093.003.0001
- Subject:
- Sociology, Social Stratification, Inequality, and Mobility
This chapter is an overview of “empowerment projects.” It shows how empowerment projects are supposed to blend different kinds of people and different kinds of organizations—civic association, state ...
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This chapter is an overview of “empowerment projects.” It shows how empowerment projects are supposed to blend different kinds of people and different kinds of organizations—civic association, state agency, nonprofit organization, family, and cultural tradition. Since funding is usually short-term, all of this blending has to happen flexibly, rapidly, and transparently, with documentation for multiple sources, each with a separate form. Organizers celebrate all this melting of stiff boundaries, finding it exciting and empowering. But the blending also produces tensions, as it is often hard to juggle this many different types of relationships all in one place, all at once.Less
This chapter is an overview of “empowerment projects.” It shows how empowerment projects are supposed to blend different kinds of people and different kinds of organizations—civic association, state agency, nonprofit organization, family, and cultural tradition. Since funding is usually short-term, all of this blending has to happen flexibly, rapidly, and transparently, with documentation for multiple sources, each with a separate form. Organizers celebrate all this melting of stiff boundaries, finding it exciting and empowering. But the blending also produces tensions, as it is often hard to juggle this many different types of relationships all in one place, all at once.
Mary Kay Gugerty
- Published in print:
- 2009
- Published Online:
- August 2013
- ISBN:
- 9780262162500
- eISBN:
- 9780262259132
- Item type:
- chapter
- Publisher:
- The MIT Press
- DOI:
- 10.7551/mitpress/9780262162500.003.0012
- Subject:
- Political Science, Political Theory
This chapter, which aims to explore the role and inclusivity of nonprofit organizations in the rise of voluntary regulation programs, compares and analyzes the nongovernment organizations (NGOs) ...
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This chapter, which aims to explore the role and inclusivity of nonprofit organizations in the rise of voluntary regulation programs, compares and analyzes the nongovernment organizations (NGOs) voluntary programs and government-sponsored programs, matching their similarities in terms of efficacy and results. NGOs are seen to use voluntary program membership as a way to display their quality of service toward their donors and potential donors. The chapter gives suggestions for improving NGO voluntary programs, which, albeit that they have apparent weaknesses, should be viewed as serious attempts to create credible, private forms of regulation. Like government-sponsored programs, as well as the for-profit sector, non-profit voluntary programs also face obstacles to club formation. In conclusion, it is argued that the impact of nonprofit clubs helps raise a certain sense of monitoring and accountability among nonprofit organizations.Less
This chapter, which aims to explore the role and inclusivity of nonprofit organizations in the rise of voluntary regulation programs, compares and analyzes the nongovernment organizations (NGOs) voluntary programs and government-sponsored programs, matching their similarities in terms of efficacy and results. NGOs are seen to use voluntary program membership as a way to display their quality of service toward their donors and potential donors. The chapter gives suggestions for improving NGO voluntary programs, which, albeit that they have apparent weaknesses, should be viewed as serious attempts to create credible, private forms of regulation. Like government-sponsored programs, as well as the for-profit sector, non-profit voluntary programs also face obstacles to club formation. In conclusion, it is argued that the impact of nonprofit clubs helps raise a certain sense of monitoring and accountability among nonprofit organizations.
Els de Graauw
- Published in print:
- 2016
- Published Online:
- August 2016
- ISBN:
- 9781501700187
- eISBN:
- 9781501703492
- Item type:
- chapter
- Publisher:
- Cornell University Press
- DOI:
- 10.7591/cornell/9781501700187.003.0002
- Subject:
- Political Science, American Politics
This chapter studies nonprofit organizations as contemporary agents of the movement for immigrant rights and immigrant integration. Through cross-historical and cross-organizational comparisons with ...
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This chapter studies nonprofit organizations as contemporary agents of the movement for immigrant rights and immigrant integration. Through cross-historical and cross-organizational comparisons with political parties, labor unions, and churches, the chapter draws on how the activism of immigrant-serving nonprofits can be distinguished from that of other types of civic organizations. Contemporary immigrant-serving nonprofits are set apart by the lack of political and financial resources with which they can influence the political process. These constraints, however, do not necessarily prevent immigrant-serving nonprofits from taking an active role in local political affairs. The chapter shows that these nonprofits' expertise on immigrant communities is their most valuable resource, and that city administrative officials are their most common advocacy targets and collaborators.Less
This chapter studies nonprofit organizations as contemporary agents of the movement for immigrant rights and immigrant integration. Through cross-historical and cross-organizational comparisons with political parties, labor unions, and churches, the chapter draws on how the activism of immigrant-serving nonprofits can be distinguished from that of other types of civic organizations. Contemporary immigrant-serving nonprofits are set apart by the lack of political and financial resources with which they can influence the political process. These constraints, however, do not necessarily prevent immigrant-serving nonprofits from taking an active role in local political affairs. The chapter shows that these nonprofits' expertise on immigrant communities is their most valuable resource, and that city administrative officials are their most common advocacy targets and collaborators.
Nicole P. Marwell
- Published in print:
- 2011
- Published Online:
- February 2013
- ISBN:
- 9780226109961
- eISBN:
- 9780226109985
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226109985.003.0008
- Subject:
- Sociology, Comparative and Historical Sociology
Nonprofit community-based organizations (CBOs) are key players in an expanding arena of public social provision: privately delivered direct services. Devolution has actually decreased the total ...
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Nonprofit community-based organizations (CBOs) are key players in an expanding arena of public social provision: privately delivered direct services. Devolution has actually decreased the total public dollars being spent on these services, but privatization has rapidly increased the amounts being funneled through government service contracts to CBOs. Together, these two national policy shifts have greatly altered the face of social provision to the poor. Current sociological theories of public social provision, with their focus on income support, miss out on this important component of the social benefit package. More and more, the well-being of the poorest citizens depends on state- and local-level decisions about how to allocate public service contracts.Less
Nonprofit community-based organizations (CBOs) are key players in an expanding arena of public social provision: privately delivered direct services. Devolution has actually decreased the total public dollars being spent on these services, but privatization has rapidly increased the amounts being funneled through government service contracts to CBOs. Together, these two national policy shifts have greatly altered the face of social provision to the poor. Current sociological theories of public social provision, with their focus on income support, miss out on this important component of the social benefit package. More and more, the well-being of the poorest citizens depends on state- and local-level decisions about how to allocate public service contracts.
Carolyn T. Adams
- Published in print:
- 2014
- Published Online:
- August 2016
- ISBN:
- 9780801451621
- eISBN:
- 9780801471858
- Item type:
- chapter
- Publisher:
- Cornell University Press
- DOI:
- 10.7591/cornell/9780801451621.003.0005
- Subject:
- Sociology, Urban and Rural Studies
This chapter examines how community nonprofit organizations are mobilizing substantial outside funding, including government support, to preserve and rebuild disadvantaged neighborhoods in greater ...
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This chapter examines how community nonprofit organizations are mobilizing substantial outside funding, including government support, to preserve and rebuild disadvantaged neighborhoods in greater Philadelphia. It shows that actors and institutions situated beyond the city limits play an important supporting role in the urban redevelopment work undertaken by community-based nonprofits. These outsiders exert influence through community development financial institutions whose resources are helping in the process of rebuilding neighborhoods. This chapter explains how neighborhood redevelopment became a nonprofit responsibility and how community organizations obtain investment capital. It considers “walking-around money” used by legislators in Pennsylvania to help community development corporations and other nonprofits carry out projects in their districts. It also asks whether community reinvestment has been effective in reshaping the city.Less
This chapter examines how community nonprofit organizations are mobilizing substantial outside funding, including government support, to preserve and rebuild disadvantaged neighborhoods in greater Philadelphia. It shows that actors and institutions situated beyond the city limits play an important supporting role in the urban redevelopment work undertaken by community-based nonprofits. These outsiders exert influence through community development financial institutions whose resources are helping in the process of rebuilding neighborhoods. This chapter explains how neighborhood redevelopment became a nonprofit responsibility and how community organizations obtain investment capital. It considers “walking-around money” used by legislators in Pennsylvania to help community development corporations and other nonprofits carry out projects in their districts. It also asks whether community reinvestment has been effective in reshaping the city.
Brian D. Christens
- Published in print:
- 2019
- Published Online:
- February 2019
- ISBN:
- 9780190605582
- eISBN:
- 9780190605605
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780190605582.003.0005
- Subject:
- Psychology, Clinical Psychology
Voluntary associations and non-profit organizations are the most common catalysts for empowerment processes and the exercise of community power. Yet, there are tremendous variations in scale, ...
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Voluntary associations and non-profit organizations are the most common catalysts for empowerment processes and the exercise of community power. Yet, there are tremendous variations in scale, mission, composition, and structure among these organizations. How can stakeholders—from staff and volunteers to policymakers and funders—know how best to invest their efforts and resources? Organizational empowerment theory aspires to function as a framework that can shed light on these topics, yet it has inadequately considered how contemporary trends in political economy affect organizations and organizational networks. This chapter elaborates the characteristics of organizations and their networks of relations with other organizations that are conducive to building community power.Less
Voluntary associations and non-profit organizations are the most common catalysts for empowerment processes and the exercise of community power. Yet, there are tremendous variations in scale, mission, composition, and structure among these organizations. How can stakeholders—from staff and volunteers to policymakers and funders—know how best to invest their efforts and resources? Organizational empowerment theory aspires to function as a framework that can shed light on these topics, yet it has inadequately considered how contemporary trends in political economy affect organizations and organizational networks. This chapter elaborates the characteristics of organizations and their networks of relations with other organizations that are conducive to building community power.
Meghan Elizabeth Kallman, Terry Nichols Clark, Cary Wu, and Jean Yen-Chun Lin
- Published in print:
- 2016
- Published Online:
- April 2017
- ISBN:
- 9780252040436
- eISBN:
- 9780252098857
- Item type:
- chapter
- Publisher:
- University of Illinois Press
- DOI:
- 10.5406/illinois/9780252040436.003.0001
- Subject:
- Political Science, International Relations and Politics
This book studies third sectors in different parts of the world. The third sector refers to various types of relief and welfare organizations, innovation organizations, public service organizations, ...
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This book studies third sectors in different parts of the world. The third sector refers to various types of relief and welfare organizations, innovation organizations, public service organizations, economic development organizations, grassroots mobilization groups, advocacy groups, and social networks. These include civil society organizations, nonprofit organizations, nongovernmental organizations, and formal and informal associations. Building on recent work on the origins, dynamics, and effects of civil society across the globe, this book compares the functions, impacts, and composition of the nonprofit sector for six countries: United States, France, Japan, South Korea, Taiwan, and China. This introduction explains the book's approach of using institutional logics to study the third sector, offers new theoretical perspectives on how different types of participation can increase generalized trust and state legitimacy, and considers the impact of neoliberalism and the so-called “New Political Culture” on nonprofits. It also discusses the emergence of New Social Movements and how associational politics might fit into the large picture of political life.Less
This book studies third sectors in different parts of the world. The third sector refers to various types of relief and welfare organizations, innovation organizations, public service organizations, economic development organizations, grassroots mobilization groups, advocacy groups, and social networks. These include civil society organizations, nonprofit organizations, nongovernmental organizations, and formal and informal associations. Building on recent work on the origins, dynamics, and effects of civil society across the globe, this book compares the functions, impacts, and composition of the nonprofit sector for six countries: United States, France, Japan, South Korea, Taiwan, and China. This introduction explains the book's approach of using institutional logics to study the third sector, offers new theoretical perspectives on how different types of participation can increase generalized trust and state legitimacy, and considers the impact of neoliberalism and the so-called “New Political Culture” on nonprofits. It also discusses the emergence of New Social Movements and how associational politics might fit into the large picture of political life.
Meghan Elizabeth Kallman, Terry Nichols Clark, Cary Wu, and Jean Yen-Chun Lin
- Published in print:
- 2016
- Published Online:
- April 2017
- ISBN:
- 9780252040436
- eISBN:
- 9780252098857
- Item type:
- chapter
- Publisher:
- University of Illinois Press
- DOI:
- 10.5406/illinois/9780252040436.003.0005
- Subject:
- Political Science, International Relations and Politics
This chapter examines the development and infrastructure of the third sector in Japan. The third sector in Japan can be classified into two different types of organizations: the first is heavily ...
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This chapter examines the development and infrastructure of the third sector in Japan. The third sector in Japan can be classified into two different types of organizations: the first is heavily networked with the state and acts as mainstream social welfare service providers within an institutional logic of bureaucracy; the second is typically a product of local communities and engages in advocacy work rather than service provision. This chapter first provides a background on the Japanese third sector and its legal structure before discussing its sources of funding. It also describes changes over time in Japanese civil society and goes on to consider three unique opportunities and challenges faced by nonprofit organizations (NPOs): growing social heterogeneity among citizens; the Japanese state's perceived crisis of legitimacy; and increased desire for greater accountability of public services at the grassroots level. The chapter concludes with case studies of NPOs that attest to Japan's rapidly changing political culture.Less
This chapter examines the development and infrastructure of the third sector in Japan. The third sector in Japan can be classified into two different types of organizations: the first is heavily networked with the state and acts as mainstream social welfare service providers within an institutional logic of bureaucracy; the second is typically a product of local communities and engages in advocacy work rather than service provision. This chapter first provides a background on the Japanese third sector and its legal structure before discussing its sources of funding. It also describes changes over time in Japanese civil society and goes on to consider three unique opportunities and challenges faced by nonprofit organizations (NPOs): growing social heterogeneity among citizens; the Japanese state's perceived crisis of legitimacy; and increased desire for greater accountability of public services at the grassroots level. The chapter concludes with case studies of NPOs that attest to Japan's rapidly changing political culture.
