Browsing by Subject "Nonprofit organizations"

Now showing 1 - 10 of 13
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    Case Study of the American British Cowdray School of Nursing (ABCSN)
    (Publisher of original article: Palgrave Macmillan. This is a post-peer-review, pre-copyedit version of an article published in International Journal of Educational Advancement. [BREAK]The definitive publisher-authenticated version of: Thomas Upton "Editorial: Nursing Papers," CASE International Journal of Educational Advancement 3, no. 2 (2002): 163-172, is available online at:[BREAK] [LINK]http://www.palgrave-journals.com/ijea/archive/index.html[/LINK].[BREAK]Access to the original article may require subscription and authorized logon ID/password. IUPUI faculty/staff/students please check University Library resources before purchasing an article. Questions on finding the original article via our databases? Ask a librarian: [LINK] http://www.ulib.iupui.edu/research/askalibrarian [/LINK]., 2002) Upton, Thomas A. (Thomas Albin); Orvananos de Rovzar, Marcela
    This case study is the last of five looking at the influence of culture on fundraising activities in international non-profits. The American British Cowdray School of Nursing (ABCSN), a nonprofit school affiliated with a local Mexican hospital and university, reflects many of the fundraising practices common to Mexican non-profit organizations, which are in fact few. In Mexico, fundraising and philanthropy have never been widely practiced, a restrictive legal and tax framework inhibits fundraising activity, there is a general mistrust of nonprofits, and there is a general lack of knowledge about or skills with fundraising among nonprofit organizations. This case study examines the organizational structure and fundraising strategies of the ABCSN, and then reflects on the influence the cultural context of the organization has played on shaping them.
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    Do Nonprofit Networks Contribute to the Effectiveness of State-Level Free-Market Think Tanks?
    (2012-02-29) Fitzgerald, Ann C.; Lenkowsky, Leslie, 1946-; Reingold, David; Piereson, James
    Think tanks are generally described as nonprofit institutions made up of experts who achieve change by offering policy prescriptions to lawmakers and by strategically marketing their ideas in the media. They have been part of the American political landscape since the turn of the 20th century, and there are now hundreds of such organizations across the country. This study was directed to state-based groups on the conservative side of the political spectrum that produce policy research in support of their political philosophy of a limited role for government, free enterprise in the marketplace, and greater individual liberty. The purpose was to examine the effectiveness of state-level, free-market think tanks, using some of the same criteria that have been applied to national think tanks; evaluate their use of nonprofit networks and the types of social capital they generate; and provide new insights into this relationship.
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    Expectations and Experiences of Young Nonprofit Employees: Toward a Typology
    (2011-07) Walk, Marlene
    Nonprofit organizational performance depends heavily on the work experiences and job satisfaction of the employees. Pressures to be more competitive in a diverse market of social services and health care providers, however, often drift the organizational attention away from the workforce. This exploratory analysis focuses on employees who have been recruited to entry-­‐level positions (jobs for university graduate students that require no or only little prior experience) in German Free Welfare Associations (FWAs). Through qualitative interviews with 28 employees, aged 23 to 35, their expectations, work experiences and consequent levels of job satisfaction have been studied and analyzed. Findings show that their initial expectations of working in FWAs often do not match the reality of the workplace. A typology of young employees is advanced that will enable FWAs to achieve a better fit between the employees’ personal needs and the organizational setting.
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    Giving among same-sex couples: the role of identity, motivations, and charitable decision-making in philanthropic engagement
    (2016-05-06) Dale, Elizabeth Jane; Mesch, Debra J.; Benjamin, Lehn M.; Burlingame, Dwight F.; Robertson, Nancy Marie
    This study investigates the philanthropic practices of same-sex couples, including their motivations for giving and how they make philanthropic decisions. Existing research has focused almost exclusively on heterosexual couples and assumes that all households are the same. Using the frameworks of the eight mechanisms of giving and social identification theory, this study investigates the role of identity in philanthropic behavior and how gender differences may be amplified among same-sex couples. Drawing on 19 semi-structured joint interviews with gay and lesbian couples in Indiana, the research uses a qualitative method to "give voice" to a marginalized population's philanthropic experiences that are little studied. The study finds participants are highly engaged in nonprofit organizations and participate in a diverse array of philanthropic behaviors. While many couples support at least one LGBT-affiliated nonprofit, giving to LGBT causes does not constitute the majority of most couples' philanthropy. Still, sexual orientation plays a significant role in motivating support for the LGBT community, for public policy changes and equal rights initiatives, and to HIV/AIDS-service organizations. Sexual orientation also determines which organizations many donors would not support. Same-sex couples also use their philanthropy as a way to support their communities at-large and be recognized by mainstream society. In terms of financial management, a majority of participant couples maintained independent financial accounts or partial pooling systems of household income, leading to more opportunities for charitable giving; at the same time, couples expressed low conflict over making giving decisions and supported one another's interests. This study provides scholars and practitioners insights into the complex interactions of motivations, identity, and financial arrangements that underscore charitable giving, and it offers implications for nonprofit organizations and fundraisers who work with diverse populations of donors.
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    Government Funding and Failure in Nonprofit Organizations
    (2011-03-15) Vance, Danielle L.; Bielefeld, Wolfgang; Lenkowsky, Leslie, 1946-; Steinberg, Richard
    For nonprofit organizations, securing and sustaining funding is essential to survival. Many nonprofit managers see government funding as ideal because of its perceived security (Grønbjerg, 1993; Froelich, 1999). However, there is little evidence to support the claim that such funds actually make nonprofits more sustainable, and some research has even suggested that nonprofits receiving “fickle” government funds are more likely to fail (Hager et al., 2004). The primary purpose of this work is to examine the relationship between government funding and nonprofit failure. Its secondary purpose is to understand the relationships between failure, government funding, and the causes for failure suggested by previous research—instability of the funding source and low funding diversification. To examine these relationships, I chose to use survival analysis and employed the Cox regression technique. Here, I analyzed the NCCS-Guidestar National Nonprofit Research Database, which archives nonprofit IRS filings from 1998 to 2003. This data set is noteworthy for its level of detail and its comprehensive nature. I found that organizations receiving government funding are less likely to fail, especially if this funding is part of a balanced portfolio. Organizations with higher percentages of nonprofit funding and organizations with less diversified overall portfolios do not. Furthermore, nonprofit organizations with less diversified portfolios were more likely to fail, and, among organizations receiving government funding, those with the highest percentage of their revenue from the government were more likely to fail than their counterparts with less funding.
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    How Helping Can Reinforce or Attenuate Status Inequalities: The Case of Nonprofit Organizations
    (RSF, 2022-11-01) Benjamin, Lehn M.; School of Philanthropy
    This article examines one type of social exchange that signals status: giving and receiving help. I focus on formal helping exchanges between staff and participants in nonprofit organizations. Bringing together status theory with research from social psychology on receiving help and studies of nonprofits, I identify how the helping exchanges in these settings can reinforce or attenuate status hierarchies with important consequences for participants. I examine three attenuation practices (sharing control, establishing commonalities, and questioning causes) and three practices that can reinforce status hierarchies (asserting control, reinforcing differences, and assuming causes) to show how status processes play a powerful but unexamined role in the very places dedicated to addressing inequality.
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    Missing in Action: Strategic Human Resource Management in German Nonprofits
    (Springer, 2014-08) Walk, Marlene; Schinnenburg, Heike; Handy, Femida
    Human resource (HR) management is important for human service nonprofits because they rely on the quality of their employees for the provision of their services. Using a typology of nonprofit HR architecture developed by Ridder and McCandless (Nonprofit Volunt Sect Q 29(1):124-141, ), we attempt to unpack the black box between performance and HR practices. To this end, we conducted semi-structured interviews with HR managers and young employees to investigate their perceptions of HR practices in their nonprofit organizations. Based on the findings, we extend the research on HR management in nonprofit organizations and caution that success or failure of implementing HR practices may be directly influenced by the external environment. (English)
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    A Multi-Stakeholder Perspective on Social Media Use by Nonprofit Organizations: Towards a Culture of Dialogue
    (2018-11) Li, Yannan; Voida, Amy; Benjamin, Lehn M.; Burlingame, Dwight F.; Shaker, Genevieve G.; Parrish-Sprowl, John
    Previous empirical studies of social media use by nonprofit organizations suggest that its dialogic potential has not yet been fully realized. Yet drawing from content analysis and surveys, these studies shed little light on the underlying motives and values that drive nonprofit social media practices, neither do they address to what extent these practices are effective on social media followers. To fill in the gaps of this existing research, I conducted two qualitative studies to explore the experiences of multiple stakeholders implicated in nonprofit social media use. First, I interviewed social media point persons (SMPPs)—nonprofit employees who self-identified as being primarily responsible for their organization’s social media planning and implementation—and found that SMPPs’ mindsets and social media tactics reflect dialogic principles, specifically those of mutuality, empathy, propinquity, risk and commitment. Second, I conducted focus groups with individuals who followed some of the SMPPs’ organizations on Facebook, and found that their followers want nonprofit organizations to take the lead building a community shaped by connection, dialogue and involvement. By comparing perspectives of SMPPs and their followers, I found that dialogic activities on social media can catalyze a culture of dialogue within a community, encouraging sharing, mutual support and connections. To facilitate the process, nonprofit professionals have taken on the role of a moderator that promotes dialogue centered around the community. Taken together, my research expands our current understanding about nonprofit organizations’ roles in public relations, and raises questions for future research about how nonprofit professionals balance the dialogic culture they work to cultivate on social media with other organizational priorities within an organizational or even sector-wide context.