Browsing by Subject "nonprofits"

Now showing 1 - 7 of 7
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    All earned revenue is not created equal: Revenue embeddedness as a framework for exploring crowding-in/crowding-out effects
    (2021) Levine Daniel, Jamie
    Nonprofit organizations increasingly rely on earned revenue to sustain their mission-driven activities. Previous research examining the effects of earned revenue on other income streams tends to study earned revenue in the aggregate. Using panel data from 12,372 organizations from 2010-2015, this analysis uses a framework of revenue embeddedness to link earned revenue activities to mission and analyze the effects of earned revenue activities on donations. Earned revenue activities offering new products or services to existing donors appear to complement individual donations. These findings have theoretical and practical applications related to how nonprofits pursue earned revenue.
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    Bearing More Risk for Results: Performance Accountability and Nonprofit Relational Work
    (SAGE, 2008) Benjamin, Lehn M.; School of Philanthropy
    Performance accountability systems require nonprofits to bear more risk for achieving results. Although a growing body of work has examined nonprofit accountability, less attention has been given to the concept of risk. This article points to a potential conflict between performance accountability frameworks and nonprofit work. This conflict can be best understood as a one between managing risk in task-driven relationships, in which relationships are formed simply to achieve desirable results, and managing risk in developmentally driven relationships, in which performing a task is intended not only to achieve desirable results but also to build enduring capacity to take action on common problems.
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    Competition and Collaboration in the Nonprofit Sector: Identifying the Potential for Cognitive Dissonance
    (2021) Curley, Cali; Levine Daniel, Jamie; Walk, Marlene; Harrison, Nicky
    Nonprofits compete with collaborators and collaborate with competitors regularly. Collaboration, a long-standing normatively preferred strategy for nonprofits, is utilized as modus operandi without thought to the potential unintended consequences. While competition, long deemed a dirty, word for nonprofits is a necessary but undesirable reality, avoided without consideration to the potential benefits. Nonprofits leaders may not be willing to explicitly acknowledge the use of competition as an operational strategy, which makes room for cognitive dissonance to impact the study of nonprofits. This piece identifies impacts of cognitive dissonance offering direction for future research exploring the interactive nature of competing with collaborators.
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    Competition is on the rise: to what extent does traditional fundraising performance research apply in competitive environments?
    (2022-01-14) Walk, Marlene; Curley, Cali; Levine Daniel, Jamie
    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.
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    Future-Proofing Nonprofits for the Post-Pandemic World
    (2021-02)
    As the one-year anniversary of the pandemic approaches, this report takes account of charities around the world that have been performing their duties under extreme pressure. While many organizations have been forced to close during the past year, those with sustained operations have shown remarkable grit and determination in the face of new challenges caused by the COVID-19 virus. In its sixth COVID-19 survey from December 2–16, 2020, CAF America, in partnership with Indiana University Lilly Family School of Philanthropy and The Resource Alliance, polled 805 charitable organizations representing 152 countries to learn about the skills these resilient charities have relied on to persevere and those they are focused on strengthening as they continue to provide services through the pandemic and strive to emerge stronger than before.
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    Giving in Puerto Rico
    (2016-09-14) Osili, Una; Ackerman, Jacqueline; Bergdoll, Jonathan; Garcia, Silvia; Li, Yannan; Kane, Addison; Roll, Abe
    Giving in Puerto Rico is the first study of its kind to examine the charitable giving patterns, priorities, and attitudes of Puerto Rican households. This report presents details on the Puerto Rican households that give to charity, why they give, what causes they are supporting, and how much they are giving. In addition, this report includes information about Puerto Ricans’ knowledge of the nonprofit sector, informal and formal giving behaviors, volunteering trends, and barriers to giving. Results regarding the impact of tax policy on Puerto Ricans’ charitable giving are also provided.
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    Nonprofits and Donor-Advised Funds: Perceptions and Potential Impacts
    (2020-10-07) Osili, Una; Zarins, Sasha; Bergdoll, Jon; Buller, Melissa; Pruitt, Anna
    Donor-advised funds (DAFs) foster a unique partnership among nonprofits, donors, and DAF sponsoring organizations to achieve philanthropic goals. DAFs are also one of the fastest growing charitable vehicles and most talked about topics in the field of philanthropy. It is essential to understand donors’ and nonprofit organizations’ perceptions of DAFs. Perceptions not only affect how and when DAFs are used, but they impact policymakers’ decisions about rules and regulations, thereby influencing the long-term efficacy of DAFs as a philanthropic vehicle.