Managing stakeholder relationships and nonprofit organization effectiveness

Nonprofit Management and Leadership

Volumn 15, Issue 3, 2005, Pages 295-315

  Balser, Deborah ^a   McClusky, John ^a  

^a UNIVERSITY OF MISSOURI ST LOUIS   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 33748595675     PISSN: 10486682     EISSN: 15427854     Source Type: Journal    
DOI: 10.1002/nml.70     Document Type: Article

References (32)

1. Abramson, A. J., Salamon, L. M., and Steuerle, C. E., “The Nonprofit Sector and the Federal Budget: Recent History and Future Directions.“In E. T.Borisand C. E.Steuerle (eds.), Nonprofits and Government: Collaboration and Conflict.Washington, D.C.: Urban Institute Press, 1999.
2. Alexander, V. D., “Pictures at an Exhibition: Conflicting Pressures in Museums and the Display of Art.“American Journal of Sociology, 1996, 101, 797-839.
3. Bielefeld, W., “Funding Uncertainty and Nonprofit Strategies in the 1980s.“Nonprofit Management and Leadership, 1992, 2, 381-401.
4. Bies, A. L., and Cowles, R. 2002.“The Evolution of a Review Agency: Shaping Contributing, or Reflecting a Shifting Nonprofit Organizational Effectiveness and Performance Landscape?" Paper presented at the Conference of Nonprofit Organizational Effectiveness and Performance, Midwest Center for Nonprofit Leadership, University of Missouri-Kansas City, 2002.
5. Bigelow, B., and Stone, M. M., “Why Don’t They Do What We Want? An Exploration of Organizational Responses to Institutional Pressures in Community Health Centers.“Public Administration Review, 1995, 55, 183-192.
6. Cameron, K., “Effectiveness as Paradox: Consensus and Conflict in Conceptions of Organizational Effectiveness.“Management Science, 1986, 32, 539-553.
7. Chisolm, L. B., “Accountability of Nonprofit Organizations and Those Who Control Them: The Legal Framework.“Nonprofit Management and Leadership, 1995, 6, 141-156.
8. D’Aunno, T., Sutton, R. I., and Price, R. H., “Isomorphism and External Support in Conflicting Institutional Environments: A Study of Drug Abuse Treatment Units.“Academy of Management Journal, 1991, 34, 636-661.
9. Drucker, P. F., Managing the Nonprofit Organization.New York: Harper-Collins, 1990.
10. Forbes, D. P., “Measuring the Unmeasurable: Empirical Studies of Nonprofit Organization Effectiveness from 1977 to 1997.“Nonprofit and Voluntary Sector Quarterly, 1998, 27, 183-202.
11. Gronbjerg, K. A., “Managing Grants and Contracts: The Case of Four Nonprofit Social Service Organizations.“Nonprofit and Voluntary Sector Quarterly, 1991, 20, 5-24.
12. Hammack, D. C., “Accountability and Nonprofit Organizations: A Historical Perspective.“Nonprofit Management and Leadership, 1995, 6, 127-139.
13. Harlan, S. L., and Saidel, J. R., “Board Members’ Influence on the Government-Nonprofit Relationship.“Nonprofit Management and Leadership, 1994, 5, 173-196.
14. Herman, R., and Heimovics, R., “Executive Leadership.“In R. D.Herman, and Associates (eds.), The Jossey-Bass Handbook of Nonprofit Leadership and Management.San Francisco: Jossey-Bass, 1994.
15. Herman, R. D., and Renz, D. O., “Multiple Constituencies and the Social Construction of Nonprofit Organization Effectiveness.“Nonprofit and Voluntary Sector Quarterly, 1997, 26, 185-206.
16. Herman, R. D., and Renz, D. O., “Nonprofit Organizational Effectiveness: Contrasts Between Especially Effective and Less Effective Organizations.“Nonprofit Management and Leadership, 1998, 9, 23-38.
17. Herman, R. D., and Renz, D. O., “Board Practices of Especially Effective and Less Effective Local Nonprofit Organizations.“American Review of Public Administration, 2000, 30, 146-160.
18. Herman, R. D., and Renz, D. O., “Doing Things Right and Effectiveness in Local Nonprofit Organization: A Panel Study.“Public Administration Review, 2004, 64(6), 694-704.
19. Kearns, K. P., Managing for Accountability.San Francisco: Jossey-Bass, 1996.
20. Knauft, E. B., Berger, R. A., and Gray, S. T., Profiles of Excellence: Achieving Success in the Nonprofit Sector.San Francisco: Jossey-Bass, 1991.
21. Mansbridge, J., “On the Contested Nature of the Public Good.“In W. W.Powelland E. S.Clemens (eds.), Private Action and the Public Good.New Haven, Conn.: Yale University Press, 1998.
22. McClusky, J., “Rethinking Nonprofit Organization Governance: Implications for Management and Leadership.“International Journal of Public Administration, 2002, 25, 539-559.
23. Miller, J. L., and Faerman, S. R., “A Competing Values Approach to Understanding Board Influence on Organizational Performance.“Paper presented at the Thirty-First Annual Conference of the Association for Research on Nonprofit Organizations and Voluntary Action, Montreal, Canada, Nov. 2002.
24. Oliver, C., “Strategic Responses to Institutional Processes.“Academy of Management Review, 1991, 16, 145-179.
25. Ospina, S., Diaz, W., and O’Sullivan, J. F., “Negotiating Accountability: Managerial Lessons from Identity-Based Nonprofit Organizations.“Nonprofit and Voluntary Sector Quarterly, 2002, 31, 5-31.
26. Romzek, B. S., “Enhancing Accountability.“In J. L.Perry (ed.), Handbook of Public Administration.San Francisco: Jossey-Bass, 1996.
27. Salamon, L. M., and O’Sullivan, R., Stressed But Coping: Nonprofit Organizations and the Current Fiscal Crisis.Baltimore, Md.: Johns Hopkins University Center for Civil Society Studies and Institute for Policy Studies, 2004.
28. Schmid, H., “Relationships Between Organizational Properties and Organizational Effectiveness in Three Types of Nonprofit Human Service Organizations.“Public Personnel Management, 2002, 31, 377-395.
29. Tassie, B., Murray, V., and Cutt, J., “Evaluating Social Service Agencies: Fuzzy Pictures of Organizational Effectiveness.“Voluntas, 1998, 9, 59-79.
30. Tschirhart, M., Artful Leadership: Managing Stakeholder Problems in Nonprofit Arts Organizations.Bloomington: Indiana University Press, 1996.
31. Van Til, J., “Nonprofit Organizations and Social Institutions.“In R. D.Herman, and Associates (ed.), The Jossey-Bass Handbook of Nonprofit Leadership and Management.San Francisco: Jossey-Bass, 1994.
32. Zammuto, R. F., “A Comparison of Multiple Constituency Models of Organizational Effectiveness.“Academy of Management Review, 1984, 9, 606-616.