Craig, David M.Siddiqui, Shariq AhmedBurlingame, DwightCurtis IV, Edward E.Sinno, Abdulkader H., 1971-2015-03-172015-03-172014https://hdl.handle.net/1805/6038http://dx.doi.org/10.7912/C2/578Indiana University-Purdue University Indianapolis (IUPUI)This dissertation analyzes the development of the Islamic Society of North America (ISNA), a Muslim-American religious association, from the Iranian Revolution to the inauguration of our nation's first African-American president. This case study of ISNA, the largest Muslim-American organization in North America, examines the organization's institution-building and governance as a way to illustrate Muslim-American civic and religious participation. Using nonprofit research and theory related to issues of diversity, legitimacy, power, and nonprofit governance and management, I challenge misconceptions about ISNA and dispel a number of myths about Muslim Americans and their institutions. In addition, I investigate the experiences of Muslim-Americans as they attempted to translate faith into practice within the framework of the American religious and civic experience. I arrive at three main conclusions. First, because of their incredible diversity, Muslim-Americans are largely cultural pluralists. They draw from each other and our national culture to develop their religious identity and values. Second, a nonprofit association that embraces the values of a liberal democracy by establishing itself as an open organization will include members that may damage the organization's reputation. I argue that ISNA's values should be assessed in light of its programs and actions rather than the views of a small portion of its membership. Reviewing the organization's actions and programs helps us discover a religious association that is centered on American civic and religious values. Third, ISNA's leaders were unable to balance their desire for an open, consensus-based organization with a strong nonprofit management power structure. Effective nonprofit associations need their boards, volunteers and staff to have well-defined roles and authority. ISNA's leaders failed to adopt such a management and governance structure because of their suspicion of an empowered chief executive officer.en-USMuslim-American, Islamic Philanthropy, Institution-building, religious association, membership associationIslamic Society of North America -- Research -- AnalysisIslamic Society of North America -- MembershipMuslims -- North America -- AttitudesInstitution building -- ResearchMuslims -- United States -- Public opinionMuslims -- United States -- Social conditionsIslam -- United States -- History -- 20th centuryIslam -- United States -- History -- 21st centuryIslam and politics -- United StatesIslam -- North America -- CharitiesAssociations, institutions, etc. -- North AmericaMuslims -- United States -- Ethnic identityMuslims -- North America -- Societies, etc.Islamophobia -- North AmericaLeadership -- Religious aspects -- IslamStrategic planning -- North AmericaBoards of directors -- North AmericaOrganizational behavior -- North AmericaSocial integration -- North America -- Religious aspectsNonprofit organizations -- North AmericaCorporate governance -- Law and legislation -- United StatesManagement -- Religious aspectsThesis