Measuring the unmeasurable: Empirical studies of nonprofit organization effectiveness from 1977 to 1997

Nonprofit and Voluntary Sector Quarterly

Volumn 27, Issue 2, 1998, Pages 183-202

  Forbes, Daniel P ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0032368571     PISSN: 08997640     EISSN: None     Source Type: Journal    
DOI: 10.1177/0899764098272005     Document Type: Article

References (54)

1. Ashford, K., & Clarke, J. (1996). Grant monitoring by charities: The process of grant-making and evaluation. Voluntas, 7, 279-299.
2. Au, C. (1996). Rethinking organizational effectiveness: Theoretical and methodological issues in the study of organizational effectiveness for social welfare organizations. Administration in Social Work, 20, 1-21.
3. Barnard, C. (1938). The functions of the executive. Cambridge, MA: Harvard University Press.
4. Berger, P., & Luckmann, T. (1967). The social construction of reality: A treatise in the sociology of knowledge. Garden City, NY: Doubleday.
5. Bradshaw, P., Murray, V., & Wolpin, J. (1992). Do nonprofit boards make a difference? An exploration of the relationships among board structure, process and effectiveness. Nonprofit and Voluntary Sector Quarterly, 21, 227-249.
6. Byington, D., Martin, P., DiNitto, D., & Maxwell, M. (1991). Organizational affiliation and effectiveness: The case of rape crisis centers. Administration in Social Work, 15, 83-103.
7. Cameron, K. (1978). Measuring organizational effectiveness in institutions of higher education. Administrative Science Quarterly, 23, 604-629.
8. Cameron, K. (1981). Domains of organizational effectiveness in colleges and universities. Academy of Management Journal, 24, 25-47.
9. Cameron, K. (1982). The relationship between faculty unionism and organizational effectiveness. Academy of Management Journal, 25, 6-24.
10. Cameron, K., & Whetten, D. (Eds.). (1983). Organizational effectiveness: A comparison of multiple models. New York: Academic Press.
11. Caputo, R. (1988). The tao of evaluation: Deriving good from flawed methodology. Administration in Social Work, 12, 61-70.
12. Chait, R., Holland, T., & Taylor, B. (1991). The effective board of trustees. New York: MacMillan.
13. Connolly, T., Conlon, E., & Deutsch, S. (1980). Organizational effectiveness: A multiple-constituency approach. Academy of Management Review, 5, 211-217.
14. Crittenden, W., Crittenden, V., & Hunt, T. (1988). Planning and stakeholder satisfaction in religious organizations. Journal of Voluntary Action Research, 17, 60-73.
15. Cutt, J., Bragg, D., Balfour, K., Murray, V., & Tassie, W. (1996). Nonprofits accommodate the information demands of public and private funders. Nonprofit Management & Leadership, 7, 45-67.
16. Daft, R., & Weick, K. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9, 284-295.
17. Georgopolous, B., & Tannenbaum, A. (1957). The study of organizational effectiveness. American Sociological Review, 22, 534-540.
18. Glisson, C., & Martin, P. (1980). Productivity and efficiency in human service organizations as related to structure, size and age. Academy of Management Journal, 23, 21-37.
19. Golden-Biddle, K., & Rao, H. (1997). Breaches in the boardroom: Organizational identity and conflicts of commitment in a nonprofit organization. Organization Science, 8, 593-611.
20. Goodman, P., Pennings, J., & Associates. (1977). New perspectives on organizational effectiveness. San Francisco: Jossey-Bass.
21. Green, J., & Griesinger, D. (1996). Board performance and organizational effectiveness in nonprofit social services organizations. Nonprofit Management & Leadership, 6, 381-402.
22. Herman, R. (1990). Methodological issues in studying the effectiveness of nongovernmental and nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 19, 293-306.
23. Herman, R., & Renz, D. (1997). Multiple constituencies and the social construction of nonprofit organization effectiveness. Nonprofit and Voluntary Sector Quarterly, 26, 185-206.
24. Herman, R., & Tulipana, F. (1985). Board-staff relations and perceived effectiveness in nonprofit organizations. Journal of Voluntary Action Research, 14, 48-59.
25. Jobson, J., & Schneck, R. (1982). Constituent views of organizational effectiveness: Evidence from police organizations. Academy of Management Journal, 25, 25-46.
26. Kanter, R., & Summers, D. (1987). Doing well while doing good: Dilemmas of performance measurement in nonprofit organizations and the need for a multiple-constituency approach. In W. W. Powell (Ed.), The nonprofit sector: A research handbook (pp. 154-166). New Haven, CT: Yale University Press.
27. Kushner, R., & Poole, P. (1996). Exploring structure-effectiveness relationships in nonprofit arts organizations. Nonprofit Management & Leadership, 7, 119-136.
28. Lillis, C., & Shaffer, P. (1977). Economic output as an organizational effectiveness measure for universities. Academy of Management Journal, 20, 476-482.
29. Meindl, J., Stubbart, C., & Porac, J. (1996). Cognition within and between organizations. Thousand Oaks, CA: Sage.
30. Miller, D. (1981). Toward a new contingency perspective: The search for organizational gestalts. Journal of Management Studies, 19, 1-26.
31. Miller, L., Weiss, R., & MacLeod, B. (1988). Boards of directors in nonprofit organizations: Composition, activities and organizational outcomes. Journal of Voluntary Action Research, 17, 81-89.
32. Newman, W., & Wallender, H. (1978). Managing not-for-profit enterprises. Academy of Management Review, 6, 25-31.
33. Ostroff, C., & Schmitt, N. (1993). Configurations of organizational effectiveness and efficiency. Academy of Management Journal, 36, 1345-1361.
34. Pfeffer, J. (1982). Organizations and organization theory. Boston: Pitman.
35. Price, J. (1972). Organizational effectiveness: An inventory of propositions. Homewood, IL: Irwin.
36. Provan, K. (1980). Board power and organizational effectiveness among human service agencies. Academy of Management Journal, 23, 221-236.
37. Provan, K., & Milward, H. (1995). A preliminary theory of interorganizational network effectiveness: A comparative study of four community mental health systems. Administrative Science Quarterly, 40, 1-33.
38. Quinn, R., & Cameron, K. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management Science, 29, 33-51.
39. Quinn, R., & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis. Management Science, 29, 363-377.
40. Schon, D. (1983). The reflective practitioner: How professionals think in action. New York: Basic Books.
41. Schumaker, P. (1980). The effectiveness of militant tactics in contemporary urban protest. Nonprofit and Voluntary Sector Quarterly, 9, 131-148.
42. Schuster, J. (1997). The performance of performance indicators in the arts. Nonprofit Management & Leadership, 7, 253-269.
43. Scott, W. (1995). Institutions and organizations. Thousand Oaks, CA: Sage.
44. Sheehan, R. (1996). Mission accomplishment as philanthropic organization effectiveness: Key findings from the excellence in philanthropy project. Nonprofit and Voluntary Sector Quarterly, 25, 110-123.
45. Siciliano, J. (1997). The relationship between formal planning and performance in nonprofit organizations. Nonprofit Management & Leadership, 7, 387-403.
46. Smith, D., & Shen, C. (1996). Factors characterizing the most effective nonprofits managed by volunteers. Nonprofit Management & Leadership, 6, 271-289.
47. Starbuck, W., & Nystrom, P. (1983). Pursuing organizational effectiveness that is ambiguously specified. In K. Cameron & D. Whetten (Eds.), Organizational effectiveness: A comparison of multiple models (pp. 135-161). New York: Academic Press.
48. Stipak, B. (1979). Citizen satisfaction with urban services: Potential misuse as a performance indicator. Public Administration Review, 41, 46-52.
49. Stone, M., & Cutcher-Gershenfeld, S. (1996, September). Challenges of measuring performance in nonprofit organizations. Paper presented at the Conference of Independent Sector, Washington, DC.
50. Tassie, B., Murray, V., Cutt, J., & Bragg, D. (1996). Rationality and politics: What really goes on when funders evaluate the performance of fundees? Nonprofit and Voluntary Sector Quarterly, 25, 347-363.
51. Taylor, M., & Sumariwalla, R. (1993). Evaluating nonprofit effectiveness: Overcoming the barriers. In D. Young (Ed.), Governing, leading and managing nonprofit organizations (pp. 93-116). San Francisco: Jossey-Bass.
52. Weick, K. (1979). The social psychology of organizing (2nd ed.). Reading, MA: Addison-Wesley.
53. Yuchtman, E., & Seashore, S. (1967). A system resource approach to organizational effectiveness. American Sociological Review, 32, 891-903.
54. Zammuto, R. (1982). Assessing organizational effectiveness: Systems change, adaptation and strategy. Albany, NY: State University of New York Press.