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Weatherhead Doctor of Management Programs
Show moreHistorically, accountability research has focused on operational methodologies and financial structures and disclosures designed to advantageously position, legitimate and heighten the esteem in which the nonprofit organization is held by various stakeholders. Society, however, has become increasingly interested in transparency beyond structural and financial boundaries and is more concerned with emergent forms of accountability. Grounded in recent qualitative research, the present study develops and tests a measurable form of negotiated accountability and the role this type of accountability plays in linking organizational commitment and performance in a nonprofit context. A new second-order negotiated accountability construct consisting of six dimensions is identified and validated. The results demonstrate accountability can be measured in new ways. The findings advance current understanding and provide a foundation for future research into accountability mechanisms.
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Show moreAcademicians and practitioners continually reexamine the performance and interaction between nonprofit cooperative boards and managements as they relate to organizational effectiveness. Despite the volumes of academic research and the scores of practitioner-based "how-to" journals, neither present theory nor practice seems to have it rights. Perhaps the paradox is due to the difficulties of governance and the role that boards perform- or fail to perform- or maybe it fall squarely on the shoulders of management and the complexity of leadership. Regardless of the reasons, a performance gap exists (Nicholson & Kiel, 2004). If left unheeded, this gap will cause ineffectiveness and produce such things as misaligned missions, unattained goals, inefficient operations, unending conflict, unresponsive leadership, and most importantly, lack of stakeholder support. This paper proposes to bridge the performance gap through collaborative practices: practices that inspire dialogue between boards and chief executive officer (CEOs) in order to do what is in the best interest of the members [stakeholders] (Balser & McClusky, 2005), practices of 'lay' board members as they control and support management (Conforth, 2004), and most importantly, practices that are consistent with the cooperative's values and mission, rather than adopt 'best practices' of others (Herman & Renz, 2004). Because as past research has shown, leaders that intentionally strive to improve their performance also bolster the organization in its effectiveness (Brudney & Murray, 1998; Gill, Flynn, & Reissing, 2005; Herman & Renz, 1999; Holland & Jackson, 1998; Kiel & Nicholson, 2005).
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Show moreEducation represents a critical component of development and poverty reduction for countries. In Egypt the low standard of education have resulted in several partners that collaborate with the government to support and reform education. Nonprofit organizations are among those partners who are working in collaboration with local associations at remote and rural areas to support education. The purpose of this study is to examine the factors that affect collaboration among nonprofits in their contribution to education reform. Our findings may allow nonprofit organizations to discover their potentialities and find a system of collaboration that increase the impact of their contribution to reform education. Key words: nonprofit organizations; local associations; commitment; collaboration; networking; exchange benefits; exchange experiences; community development; education reform.
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Show moreThe current study attempts to confirm and measure the impact of nonprofit commitment, nonprofit collaboration and community participation on community development and education reform. We found commitment represent the social values that urges nonprofits to be involved in community development and education reform to local communities. We also found collaboration is the skills that enables nonprofits to respond their engagement and address the needs of local communities. Both commitment and collaboration are based on the shared vision and public good engagement. The study found that 1) shared vision makes nonprofits aware of their duty to be committed to local communities; 2) public good engagement is a general behavior among nonprofits that emerges through nonprofit commitment to local communities; 3) commitment conveys values that urge nonprofits to be involved in local communities; 4) community participation assures the success of nonprofits in being involved with local communities. The study suggests that nonprofits, in working on getting people committed to improving their local communities, can multiply the impact of nonprofits’ contribution and sustainability of the community. Key words: shared vision, public good sustainability, nonprofit commitment, nonprofit collaboration, community participation, community development, and education reform.
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Show moreThe research proposed will examine the differences and similarities between the mindsets of people who lead nonprofit Social Entrepreneurial Enterprises (SEEs) and those who manage traditional non-for-profit organizations (NFPs) in Mexico. In particular, the study will seek to identify the extent to which risk orientation, opportunity recognition, selfefficacy, innovativeness, and social capital influence social entrepreneurial behavior. By comparing these two types of leadership roles, we can further our understanding of how some social leaders in Mexico, despite diminishing traditional revenue streams, are able to scale up and sustain their nonprofit organizations.
Doctorate of Management Programs
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Show moreLeadership sustainability ultimately rests in the hands of the leader. Critical incident interviews were conducted with twenty "sustainable" and ten "unsustainable" Chief Executive Officers (CEOs) of diverse nonprofit organizations, as identified by trusted third party raters. Interviews were also conducted with fifteen spouses from this group of thirty. In addition, the CEOs’ organizations’ IRS Form 990 data was analyzed. A true focus on the organization’s mission, mastery over their relationships, and self-care significantly differentiated the sustainable CEOs from the unsustainable. With no significant differences in demographics, or personal and organizational pressures, the CEO’s perspective and actions directly impacted their capability to maintain personal wellbeing and effective organizational leadership over time. Unsustainable CEOs showed tendencies in becoming enamored with day to day operations, choosing not to redeem negative relationship interactions, and participating in damaging self talk. Steps that purpose-filled individuals leading mission-based organizations can take to be personally well and effective in their leadership roles, as well as sustainable in their wellbeing while experiencing effectiveness longevity, are discussed. Ultimately, sustainability and effectiveness can coexist, if the leader is equipped to stay focused on the mission and properly deal with their significant relationships, not only those with others but also with themselves. Keywords: burnout, board of directors, chief executive officer, CEO, energizing, longevity, mission, nonprofit, organizational effectiveness, relationships, renewal, strategic planning, stress, sustainability, unsustainability, wellbeing
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Show moreMore and more, not-for-profit health and human service organizations are turning to collaboration to address serious community problems. Understanding the role of governance and leadership within a collaborative structure is critical. This research proposal focuses on governance and leadership within interorganizational collaboration addressing health and human service issues. We propose an examination of three collaborations sharing the same lead agency. The intention is to explore the governance structure and the elements of leadership that provide the infrastructure and lay the ground work for a sustained collaboration. The research question is: How do governance structures and leadership practices facilitate sustained collaboration among human service organizations? A careful exploration of this question will bring value to practitioners who are looking for ways to influence the sustainability of collaboration.
Doctorate of Management Programs
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Show moreAs government regulations and penalties for non-compliance increase, highly regulated, government funded programs (HRGFPs) are pressed to meet regulatory compliance demands that are perceived to override agency and consumer needs. This research builds upon classic theoretical studies to reconceptualize how power dependence and resource dependence impact government-agency interactions, relations and program effectiveness. Survey results from a national sample of federally funded Head Start organizations suggest: (1) agency/government co- rather than inter-dependency; (2) compliant rather than innovative agency behavior, and (3) age, auspice and funding levels effects on agency/government relations.
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