- Periféia Protevoé (x)
- 2008-05 (x)
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Show moreIn the study of government-nonprofit power relationships, influence, authority, and accountability are often thought to be the purview of government and the burden of nonprofit service providers. A concern during this era of scarce financial resources and tight regulatory oversight is that the acceptance of public funds will impede the nonprofit’s ability to implement local innovations that build upon and support the expectations of a variety of key stakeholders (governing boards, service consumers, the public-at-large, and government/private funders). This paper examines the conditions under which federally funded nonprofit organizations exercise autonomy by pursuing ventures that resist conforming influences of government funders. Semi-structured interviews with nonprofit executives and past and present Federal government administrators will provide insight into the questions, how, and to what end, does government resource dependency affect innovative practices in nonprofit sector programs? What strategies do agencies adopt to manage the tension between funder requirements and innovative opportunity in the context of resource- dependent environments? The paper draws upon institutional theory, resource dependency theory, and disruptive innovation theory to examine these issues.
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Show moreThere is a projected leadership crisis in the nonprofit sector. This is a result of sector growth compounded by turnover at the top and a smaller cohort of leaders coming up from behind who are ambivalent about the CEO role as it is currently structured. Solving for this leadership gap is long term in nature. A more near term solution may be the mid to late career executive from the for profit sector who is interested in assuming the CEO role in the nonprofit sector. There are examples of these successful “crossovers” but also failures. While this talent pool may be viable many unknowns as well as concerns exist. Do they change as they become effective and behave more like those who come from within the sector or do they materially change the nature of the nonprofit because of their prior skills and experiences? Would large numbers of crossovers fundamentally change the nonprofit sector over time? Currently no empirical research exists – whether from within the sector or crossover – on what makes a nonprofit CEO effective or the transition process they go through in becoming effective upon joining an organization. The intended research is aimed at filling this knowledge gap. Building on theories of adult learning, career stages, upper echelons, organizational socialization, and social practices, this research presents a model for adaptation and adjustment with which to compare and contrast the transition experiences of successful CEOs with approximately two years of tenure – both from within the sector and crossovers.
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Show moreThe pedal skeletons of 2,614 individuals from the Hamann and Todd osteological collection at the Cleveland Museum of Natural History are assessed for the human skeletalanomaly medial cuneiform bipartum. Fourteen individuals, a total of nineteen medial cuneiforms, are positive for the condition.
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