Nonprofit Management: Principles and Practice, 6th edition
Abstract
Textbook for courses focused on nonprofit management
... The theory assumes that nonprofits provide a voice and services in areas government may not address (Douglas 1987(Douglas & 1983. In this lens, nonprofits are filling gaps left by government but may be better suited to undertake experimentation on new programs than the government can, using public funds (see Worth, 2020). ...
... The failure theories address the gap-filling theory and place NPOs as a different entity from private business and government-organizations driven by vision and values (Worth, 2020) that exist to fill the necessary and unavoidable societal gaps, primarily social safety net programs. Since the government must prioritize the needs of the majority of voters, nonprofits tend to take care of the minority needs-thus filling the gaps left by the government (Douglas, 1983). ...
... s left by market failure and government failure. (There also is a voluntary failure, often attributed to the inability of nonprofits to secure adequate resources. Because clients or consumers maynot have complete information about the products or services offered (information asymmetry), they may prefer nonprofit providers because of greater trust.(Worth, 2020) ...
Nonprofit organizations (NPOs) are crucial to the Sustainable Development Goals (SDGs) and to building better communities. While many theories explain the existence and contributions of NPOs in the USA, this paper highlights that NPOs exist to fill the gap left by government and market failures. The nonprofit sector continues to grow in response to the increasing demand to meet societal needs, but many factors impact their ability to fulfill these gap-filling roles. Like most organizations, NPO challenges increased dramatically during the COVID-19 pandemic. Using data from a cross-section of NPOs in the southern part of the USA, the paper explored the gap-filling roles consistent with social safety nets and sustainable development programs and how COVID-19 impacted NPOs' resources and operations. The analysis revealed that the COVID-19 pandemic exacerbated the gap while negatively impacting the operations of NPOs. Implications for the nonprofit sector sustainability are provided.
... Not-for-profit organizations are private organizations that offer the society critical social services and common good without profit distribution to organizational members (Nahavandi, 2012;Worth, 2009). Lewis and Kanji (2009) observes that NFPs offer a broad spectrum of services across multiple fields. ...
... Lewis and Kanji (2009) observes that NFPs offer a broad spectrum of services across multiple fields. Globally, not-for-profits are the fastest growing types of organizations (Hall, 2005;Worth, 2009). Not-for-profits range from informal grassroots organizations to multibillion dollar foundations involved in educational institutions, churches, healthcare facilities, advocacy groups, etc (Anheier, 2005; Nahavandi, 2012). ...
... Not-for-profits range from informal grassroots organizations to multibillion dollar foundations involved in educational institutions, churches, healthcare facilities, advocacy groups, etc (Anheier, 2005; Nahavandi, 2012). These not-for-profit organizations provide a wide assortment of services including human services, credit and savings, environment and natural resources, local development and housing, humanitarian relief and international development, human rights, farming/agriculture, educational services, and religious services (Anheier, 2005;Worth, 2009). ...
This paper sought to examine the link between strategic leadership practices and organizational performance in not-for-profit organizations. A survey assessing strategic leadership practice and organizational performance was completed by managers representing 328 not-for-profit organizations in Nairobi County in Kenya. The study established a significant positive relationship between strategic leadership variables and organizational performance. The results found R value of 0.730 and R 2 value of 0.532 that is 53.2% of corresponding change in the Organizational Performance of NFPs for every change explained by predictor variables. The findings demonstrate that if not-for-profit leaders use well the strategic leadership they are likely to improve their organizational performance significantly. This paper examined the practice of strategic leadership in not-for-profit organizations in Nairobi County in Kenya. Future research that seeks to replicate these findings is warranted. This paper proposes the study of strategic leadership as a way of enhancing not-for-profit organizational performance.
... Turning to health and human services, noted above to be the beneficiaries of changing in giving by the wealthy, discloses a mixed picture. Health receives a relatively small amount of revenue from philanthropy (Worth, 2014, cited by Lee and Shon, 2018). Early publications suggest declines in giving to health both from the wealthy (Osili, 2010) and overall (Reich et al., 2011), whereas a later article (Pratt and Aanestad, 2020) suggests contributions grew. ...
... Human services, in contrast, relies heavily on philanthropy (Worth, 2014, cited by Lee and Shon, 2018). In this case, wealthy donors were supportive (Osili, 2010, Marx and Carter, 2014, Pratt and Aanestad, 2020. ...
... Overall revenue, however, declined in 2008 before an increase in 2009(Reich et al., 2011) and, at a slower rate than other sectors, after 2010 (McCambridge and Heliczer, 2020). Among human services, food banks fared well(Rooney and Bergdoll, 2020), which might be considered an indication of 'more diligent targeting of poverty-relevant causes'(Reich and Wimer, 2012: 1).Religion relies primarily on philanthropy(Worth, 2014, cited byLee and Shon, 2018) and represents the largest target for private giving in the US(McCambridge, 2013). The sector also presents the most varied picture. ...
The impact of economic crises on philanthropic funding to and fundraising by nonprofit organisations is a surprisingly under-researched field. Internationally, data is scant and comparisons are impeded by different categorisations and definitions of funders and sectors, different timeframes and the dominance of the US in the body of published research. A search and review of the literature resulted in 60 journal articles and professional reports that were analysed by theme. This paper brings together, reviews and analyses what is known from four national contexts-the US, the UK, Australia and Aotearoa New Zealand. Analysis covers the impact of multiple recessions, with a particular focus on the Global Financial Crisis (GFC) of 2008-09. Key findings are that losses of funding are not as uniform nor as sustained as media coverage would suggest and that different sectors are affected in different ways. Philanthropic sources including individuals, trusts and foundations, and corporate philanthropy vary in the timing of their responses to economic crises, and though the impact of economic crises on nonprofit sectors is variable, giving as a whole is better sustained than popularly supposed.
... A board of directors is typically a formal construct that provides governance for the company or organization. Members of the governing board are directors of the corporation under the law (Worth, 2019). Because nonprofit governing boards are not all the same, they have different implications for how they operate and bring forth organizational affairs to their governing boards and their CEOs. ...
... We examined these models and their purposes. Worth (2019) provides examples of the models of governing boards that are common to find in nonprofit organizations; they are elected governing boards, self-perpetuating governing boards, hybrid governing boards, and advisory councils. Furthermore, we examine the patron model, which its focus is on fundraising activities. ...
... Existing board members can vote via mail, email, and often in annual meetings. An advantage of this type of board is that the CEO may serve as a strong advocate for the nominee and be reactive to the members' needs and concerns (Worth, 2019). A disadvantage of this board is the fast turnover it can implicate on the governing board, which can hinder long-term goals and plans of the organization. ...
Nonprofits play an essential role in society. To realize their important missions, nonprofits rely on strong and committed leaders at both the organization level as well as the governance level. Nonprofits are obligated to have an active board of directors to operate. This reliance places the organization in a vulnerable position where they must recruit and engage with external stakeholders and identify individuals with the combination of talent needed to succeed as well as the passion for supporting the organization’s vision. Knowing that board members have a long lasting impact on their organizations, this paper looks at the varying models of governance and the implications for choosing one model over another. Determining the best structure for a governance model represents one component to setting an organization up for success. Equally, if not more important, is ensuring that the board of directors is composed of motivated and committed individuals who are steadfast in their efforts to support the mission of the organization. In order to find the best people for the role, an organization must understand what drives and motivates an individual to serve on a board. The topic of motivation as it relates to governance boards, and how existing boards can use the motivating factors to recruit and retain board members is explored. Finally, we explore the value of diverse board composition and whether certain criteria of diversity carry more weight in terms of impact than others.
... A board of directors is typically a formal construct that provides governance for the company or organization. Members of the governing board are directors of the corporation under the law (Worth, 2019). Because nonprofit governing boards are not all the same, they have different implications for how they operate and bring forth organizational affairs to their governing boards and their CEOs. ...
... We examined these models and their purposes. Worth (2019) provides examples of the models of governing boards that are common to find in nonprofit organizations; they are elected governing boards, self-perpetuating governing boards, hybrid governing boards, and advisory councils. Furthermore, we examine the patron model, which its focus is on fundraising activities. ...
... Existing board members can vote via mail, email, and often in annual meetings. An advantage of this type of board is that the CEO may serve as a strong advocate for the nominee and be reactive to the members' needs and concerns (Worth, 2019). A disadvantage of this board is the fast turnover it can implicate on the governing board, which can hinder long-term goals and plans of the organization. ...
Nonprofits play an essential role in society. To realize their important missions, nonprofits rely on strong and committed leaders at both the organization level as well as the governance level. Nonprofits are obligated to have an active board of directors to operate. This reliance places the organization in a vulnerable position where they must recruit and engage with external stakeholders and identify individuals with the combination of talent needed to succeed as well as the passion for supporting the organization’s vision. Knowing that board members have a long lasting impact on their organizations, this paper looks at the varying models of governance and the implications for choosing one model over another. Determining the best structure for a governance model represents one component to setting an organization up for success. Equally, if not more important, is ensuring that the board of directors is composed of motivated and committed individuals who are steadfast in their efforts to support the mission of the organization. In order to find the best people for the role, an organization must understand what drives and motivates an individual to serve on a board. The topic of motivation as it relates to governance boards, and how existing boards can use the motivating factors to recruit and retain board members is explored. Finally, we explore the value of diverse board composition and whether certain criteria of diversity carry more weight in terms of impact than others.
... Fungsi yang paling asas dalam membentuk pengurusan yang baik adalah perancangan. Ia memerlukan seorang pengurus menentukan agenda yang akan dilaksanakan, siapa yang akan menjayakannya serta apa maklumat yang dikehendaki untuk memastikan kejayaan agenda tersebut (Koontz, O'Donnell & Weihrich, 1980;Worth, 2009;Azman, 2014). Secara ringkasnya, fungsi ini membolehkan sebuah organisasi menetapkan objektif dan strategi tertentu yang bersesuaian bagi memastikan operasinya dapat berjalan dengan baik (Hick & Gullet. ...
... Dalam konteks pelaksanaan amalan pengurusan yang baik, situasi seperti ini perlu diatasi dan diperbaiki dengan segera. Koontz, O'Donnell & Weihrich (1980) dan (Worth, 2009) menjelaskan bahawa penerapan fungsi perancangan dalam amalan pengurusan sesebuah organisasi adalah amat mustahak. Fungsi ini berperanan mencaturkan strategi dan keputusan yang bakal diambil oleh organisasi serta mengaturkan pihak-pihak yang akan mengambil bahagian dalam pelaksanaan gerak kerja organisasi. ...
Waqf is an instrument that has a very significant role in developing the socio-economic status of the Muslim society. However, the State Islamic Religious Council as the sole trustee of the waqf properties must enhance their waqf management practices in order to regain the waqf’s role as an effective wealth distributor agent in the society. This article focuses to analyze the implementation of the basic functions in management, namely planning, organizing, leadership and controlling in the waqf management. The study employs qualitative research design whereby data were obtained through in-depth interviews and library research to obtain data related to this study. The results of this study provide that MAINPP performs well in implementing the organizing and controlling functions, but still needs to improve their practices in the planning and leadership functions, especially in terms of developing strategic and long-term planning and also boosting the role of the top management. Abstrak Amalan wakaf merupakan satu instrumen yang mempunyai potensi untuk membantu pembangunan sosioekonomi ummah. Walau bagaimanapun, pengurusan wakaf yang diamalkan oleh Majlis Agama Islam Negeri selaku pemegang amanah tunggal harta wakaf dilihat masih perlu diperbaiki dalam usaha untuk mengembalikan semula peranan wakaf sebagai agen pengagihan kekayaan yang berkesan. Artikel ini menumpukan kepada aspek pengurusan wakaf melalui penerapan fungsi-fungsi asas pengurusan, iaitu perancangan, pengorganisasian, kepimpinan dan pengawalan. Kajian kualitatif menggunakan kaedah temu bual mendalam dan kajian dokumen dilaksanakan terhadap Majlis Agama Islam Negeri Pulau Pinang (MAINPP). Hasil kajian mendapati MAINPP telah melaksanakan fungsi pengorganisasian dan pengawalan dengan baik, namun masih perlu meningkatkan pelaksanaan fungsi perancangan dan kepimpinan, khususnya dalam aspek pembentukan pelan strategik, perancangan jangka panjang dan peranan pihak kepimpinan tertinggi.
... To create progressively more robust collaboration, for-profits can build partnerships with nonprofits through an exchange that cultivates innovation, deepens community engagement in organizational business practices, explores organizational hybrid models, and creates Collective Impact. According to a report produced in 2009 by Sabeti there is, " increasing use of business methods by nonprofits and the growing responsiveness of business to social concerns, and sees "a new class of organizations with the potential for generating immense economic, social, and environmental benefits … emerging" (Sabeti as cited in Worth, 2019). For-profits can reap the benefits of learning from nonprofits while simultaneously providing them with much-needed expertise. ...
... Notably, the blurring of for and nonprofit sectors has led to more organizations generating more revenue from charitable gifts and business ventures while utilizing business methods in pursuit of their social mission (Worth, 2019). Traditional organizations can leverage hybrid models and strategies not only to extend their responsibility to social and environmental goals or in the policy of their fiscal sustainability practices but also to pioneer their business model. ...
Corporations are under increasing pressure to serve social purposes beyond maximizing shareholder value. One of the best resources for businesses seeking to affect social change meaningfully is through working with, learning from, and partnering with nonprofits. Different approaches have been emerging for nonprofits to inform and support the interests of for-profit businesses in the area of corporate social responsibility (CSR). In particular, collective impact (CI) and its implications for corporate partners; increasing positive community engagement through progressive hiring practices instituted by non-profit organizations (NPOs); fostering innovation within an organizational setting through NPO collaboration; and exploring a hybrid model of non-profit/for-profit business, with an examination of the advantages and disadvantages thereof. In this paper, we review these unique approaches to show how for-profits can learn from nonprofits and vice versa when it comes to social innovation and corporate social responsibility.
... Fungsi perancangan merupakan fungsi yang berperanan untuk memilih sesuatu langkah yang bakal dilaksanakan, pihak yang terlibat dan maklumat yang diperlukan untuk melaksanakan sesuatu perkara (Worth, 2009& Azman, 2014. Ia adalah satu proses berfikir untuk menetapkan objektif-objektif organisasi, merencanakan langkah-langkah dan menyenaraikan aktiviti-aktiviti yang bakal dilaksanakan bagi mencapai objektif-objektif tersebut. ...
... Perkara ini merupakan antara beberapa kelemahan dalam konteks pelaksanaan amalan pengurusan wakaf yang berkesan kerana staf agensi berkenaan tidak mempunyai panduan yang jelas untuk mencapai hala tuju tersebut. Dapatan ini berkait rapat dengan pandangan Koontz, O'Donnell & Weihrich (1980) dan (Worth, 2009) bahawa fungsi perancangan sangat penting kerana ia boleh menentukan langkah-langkah dan keputusan yang bakal diambil serta pihak-pihak yang akan terlibat dalam melaksanakan operasi organisasi. ...
Waqfinstitution has the potential and significant for improving the socio-economic and welfare of theummah. In general,waqfmanagement is seen as developing and capable of making an effective impact throughwaqfmanagement agency Majlis Agama Islam Negeri (MAIN) in each state. This article focuses onwaqfmanagement through the application of management functions, particularly in the planning and organising aspects. A qualitative study using interviews and document study conducted on two statewaqfmanagement agencies, namely Majlis Agama Islam dan Adat Istiadat Melayu Kelantan (MAIK) and Perbadanan Wakaf Negeri Sembilan (WNS). The findings show that the planning and organising functions have been implemented by both agencies but still need to be further enhanced in terms of strategic plan formation, more structured work delegation, departmentation steps that cover various aspects and the formation of better organisational structures.
... The purpose of existence of NPOs is to provide benefits to societies (Stock & Erpf, 2023). Despite the multiroles they have served over the years, this societal mission remains a top priority and often becomes a yardstick in judging NPOs relevance and legitimacy (Treinta et al., 2020;Worth, 2020). Our findings suggest NPOs seem to adapt based on the societal needs emanating from the external environment. ...
Plain language summary
Volunteer management in nonprofit organizations
Nonprofit organizations (NPOs) heavily depend on volunteers to achieve their missions. Understanding how to manage volunteers effectively is crucial for NPOs. However, the information on this topic is currently scattered, making it difficult to fully grasp the trends and developments in volunteer management from academic literature. This study aims to reveal deeper insights into how volunteers are managed in nonprofits by examining a large amount of published research. The researchers analyzed 1,605 articles about volunteer management in NPOs published from 1956 to 2022 and indexed in the Scopus database. They used a software tool called VOSviewer to examine the data, which helped identify trends, key contributors, and the evolution of research in this field. The analysis showed a growing interest in volunteer management over the years. It identified key researchers and regions contributing to this field and highlighted frequent topics and themes discussed in the literature. It also noted the significance of international collaborations in advancing research on volunteer management. The insights from this study can help guide future efforts in volunteer management by providing a clearer understanding of how research has evolved and what areas need more focus. This can improve strategies for managing volunteers more effectively in NPOs, ultimately enhancing their capacity to serve their communities.
... NPOs are organisations whose primary purpose is to promote social, cultural, educational, religious, health, or public welfare causes rather than generating economic benefits for their owners or shareholders (Salamon and Anheier, 1997;Worth, 2020). They operate within the third sector, positioned between the public and private sectors (Evers and Laville, 2004;Salamon and Sokolowski, 2016). ...
This study examines the challenges and needs faced by non-profit organisations (NPOs) in Colombia regarding the adopting of the International Financial Reporting Standards (IFRS) for small and medium enterprises (SMEs), particularly focusing on sections 3 and 4. Employing a mixed-method approach, the research combines qualitative and quantitative methods. Surveys were conducted with Colombia NPOs, official documents were analysed, and comparative case studies were performed. In-depth interviews and participant observation were also utilised to gain a comprehensive understanding of the obstacles and current practices within the Colombian context. The findings reveal that NPOs in Colombia encounter significant difficulties in adopting IFRS due to the complexity of the standards, lack of specialised resources, and the need for specific training. Internal challenges such as deficiencies in staff qualifications and training, resistance to change, and technological limitations were identified. Externally, ambiguities in the legal framework and donor requirements were highlighted. The case study illustrated that, while there are similarities between IFRS for SMEs and the IFR4NPO project, specific adaptations are essential to address the unique needs of NPOs. This research underscores the necessity of developing additional guidelines or modifying existing ones to enhance the interpretation and application of IFRS in Colombia NPOs. It is recommended to implement proactive strategies based on education and legislative reform to improve the transparency and comparability of financial information. Adopting a more tailored and supported accounting framework will facilitate a more relevant and sustainable implementation, benefiting Colombian NPOs in their resource management and accountability efforts.
... Even it is not a rule, the probability that a service provider encourages or even requires that its clients participate in co-production is higher for NPOs than for for-profit or public-sector providers (Pestoff 2012). Due to this openness, NPOs often provide innovative services before the public sector does (Worth 2016). ...
... The nonprofit sector includes any service provider motivated by a charitable mission to serve the public without pursuing excessive financial interests, i.e., 501(c)3 charitable organizations. Nonprofits tend to provide services and products in areas where government services are limited or the existing public service is unaffordable to certain recipients (Jeong and Cui 2020;Kim 2015;Worth 2018). In joint government-nonprofit service delivery, nonprofits are usually expected to be responsible for the equitable and diverse production of public services while they face pressure from donors and grant providers to be efficient and effective simultaneously (Altamimi and Liu 2022;O'Leary and Vij 2012). ...
Collaborative governance has become prevalent in public service provision as both government and nonprofit sectors face pressure to solve multidimensional social problems in communities while improving performance. Drawing on collaborative governance and homeless services literature, this article explores how providing services in a collaborative governance network through government and nonprofit service providers differentially relates to multiple dimensions of performance—effectiveness, internal efficiency, social efficiency, and service heterogeneity—at the community level. By using a two‐way fixed effects estimator and a unique nonprofit and homeless services dataset, the findings indicate that collaborative governance between government and nonprofit service providers relates to increased effectiveness (e.g., less homelessness), and mixed results for service heterogeneity relative to using one sector. The composition of collaborative governance networks matters for performance, but its precise relationship with community‐level performance depends on the specific aspect of performance.
... While both NPOs and for-profits must recruit, retain and grow leaders, NPOs must do so with constrained budgets and limited resources (Yawson 2019). Nonprofit organisation executives are concerned with acquiring resources, maintaining transparency for complex relationships with the board, donors, communities and other stakeholders while ensuring the NPO achieves its mission (Worth 2020). Nonprofit organisation executive leadership succession is significant for both inner and external stakeholders; however, studies conducted in 2013 found that a substantial margin of NPOs were not ready for leadership succession (Santora & Sarros 2013). ...
Orientation: Nonprofit organisations (NPOs) play a key role in resolving the challenges and inequalities prevalent in South Africa; however, turbulent events have led to existential concerns for many NPOs. It is important to understand how NPOs can augment their organisational resilience to mitigate existential concerns.
Research purpose: Organisational resilience literature is in the nascent phase, and it is not yet clear how organisational resilience may be achieved. The objective of this article is to peruse relevant literature and propose an adaptive capacities conceptual framework for NPOs to enhance organisational resilience.
Motivation for the study: A perusal of relevant literature was undertaken to identify the adaptive capacities of NPOs. One hundred and thirty-seven peer-reviewed articles were identified from electronic databases including EBSCO Host, Google Scholar, JSTOR, and Academic Search Complete. A thematic analysis of the literature reviewed resulted in 15 adaptive capacity themes that underwrite the proposed conceptual framework.
Research design, approach and method: A perusal of relevant literature was undertaken to identify the adaptive capacities of NPOs. Common themes occurring from the literature reviewed resulted in three broad adaptive capacity categories that underwrite the proposed conceptual framework.
Main findings: Nonprofit organisational resilience may be achieved by developing the interconnected adaptive capacities identified within the broad categories that are as follows: culture, leadership and people; tactical administration; and tactical planning and restructuring.
Practical/managerial implications: Barriers to organisational resilience are connected to managers’ beliefs that no benefit is gained from a resilience outlook. The proposed framework could assist to reduce this barrier.
Contribution/value-add: The conceptual model proposed provides a holistic view to enhance nonprofit organisational resilience and contribute to the academic literature on organisational resilience theory, which is in the nascent phase.
... Does professionalization further the concern that nonprofits "do for rather than do with" their constituents (Putnam 2000;Skocpol 2003)? Given the influx of directors from the corporate sector, one might expect that business practices have come to dominate nonprofit life (Weisbrod 1998;Dart 2004;Worth 2011). Although nonprofits with leaders who have professional degrees are associated with greater use of more formal management practices, we will see that the picture is more varied than one might expect. ...
How do civic organizations in the San Francisco Bay Area straddle the paradox of challenging entrenched inequalities in an ostensibly progressive region that has been transformed by tech-driven wealth? Local nonprofits face the tension of maintaining access to elite resources while building connections to distribute those resources and navigate divides between the haves and have-nots. We draw on original data collected over the course of two decades on a representative sample of Bay Area nonprofit organizations. With rich information from both quantitative and qualitative data, we examine different aspects of nonprofits’ relationship to their constituents and environments, including their community embeddedness, cross-sector collaborations, and engagement in advocacy. We then turn to the internal operations of these organizations and survey the professional backgrounds of nonprofit leaders and the usage of practices that purportedly make nonprofits more professional, accountable, and digitally savvy. Our findings reveal a sector that is developing its own model of what community-directed management looks like, neither tethered strictly to a Left Coast ethos nor displaying uniform responses to strong institutional pressures. Although the Bay Area sector pursues heterogeneous approaches to repairing social ruptures, there is a consistent theme of rebuilding and re-creating community. We argue that the region’s diversity in values, practices, and orientations stems from fighting deep fractures that resist simple solutions in a place marked by paradox.
... The risk of violation for non-profit organizations can be much greater than that of for-profit organizations because of their unique legal status. Detection of regulatory violations may threaten their tax-exempt status and hence severely affect their financial bottom line (Worth 2020). Donors may cut contributions and question the legitimacy of an organization if they are no longer able to receive tax deductions (Brown and Slivinski 2006). ...
While public, non-profit, and for-profit organizations are all subject to government regulations, little research examines how public and non-profit organizations respond to such constraints, particularly when facing market competition. This article examines how market competition affects regulatory compliance across sectors, using panel data for U.S. nursing homes. The findings suggest that public and non-profit facilities tend to comply more with regulations and improve service quality under increased competition. In contrast, competition among for-profit facilities appears to decrease regulatory compliance and lower service quality. This study advances our understanding of cross-sector differences in the regulatory process and provides implications for policy implementation.
... Worth (2012) e Costa (2018) defendem, ainda, que a avaliação do desempenho de uma instituição social não deve se limitar apenas a indicadores financeiros, mas sim, seguir um modelo multidimensional que abranja a adequação do financiamento, eficiência de operações, consecução de objetivos organizacionais, por fim, a satisfação daqueles que são beneficiados por suas ações. Enfim, pode-se depreender a partir destes autores que, quando se ignora a multidimensionalidade dos indicadores do desempenho, o resultado será um entendimento incompleto do desempenho da instituição social (CRUZ et al., 2009;WORTH, 2012;MITCHELL & BERLAN, 2016;COSTA, 2018). Visando responder os objetivos específicos deste trabalho, serão apresentadas nos próximos parágrafos as categorias criadas com base na literatura de Jannuzzi (2016). ...
Diante da emergência do Terceiro Setor e da necessidade de se avaliar a gestão de Organizações Sociais (OSs), este trabalho busca investigar quais indicadores de desempenho, propostos num contrato de gestão, podem refletir de maneira mais completa a avaliação do processo de gestão de Organizações Sociais de Educação Profissional e Tecnológica no Estado de Goiás. O presente trabalho tem como objetivo identificar a pertinência dos indicadores propostos no Contrato de Gestão pela Secretaria e Estado e Desenvolvimento Tecnológico (SEDI) para a avaliação das OSs a ela vinculadas.Para tanto, optou-se pela abordagem qualitativa, com estratégia do estudo de caso, que foi realizado na instituição Centro de Soluções em Tecnologia e Educação (CENTEDUC). A coleta de dados se deu por pesquisa documental, aplicação de questionários e entrevistas. A análise de conteúdo foi feita com o apoio do software NVivo, o que possibilitou extrair dados descritivos e inferir a análise qualitativa.Os resultados mostram que a grande maioria dos indicadores se mostrou pertinente em relação ao critério da periodicidade. Muitos dos indicadores atenderam ao quesito da factibilidade. Constatou-se ainda que os indicadores conseguiram captar a adequação da oferta de cursos em relação às demandas de qualificação regional. Boa parte dos indicadores é capaz de mensurar a capacidade de gestão e implementação dos agentes públicos. Por fim, os indicadores conseguiram evidenciar a capacidade de articulação institucional da organização e foram sugeridos alguns indicadores como: “desempenho dos gestores”; “rotatividade profissional” e “qualificação dos professores”.
... Prior to academia, she spent more than 20 years working as a nonprofit practitioner. related to the pluralistic/democratic theories of the NFP sector that are commonly featured in NFP textbooks (such as LeRoux & Feeney, 2015;Vaughan & Arsneault, 2021;Worth, 2021). ...
Publication patterns contribute to a cyclical pattern - what gets written influences what gets read, taught, cited, and pursued for further research. This study examined 30 years of scholarship in three leading nonprofit journals for trends in how women, men, and gender (WMG) are included in “front page” material (titles, abstracts, keywords). The study highlights promising improvements in the inclusion of women as both subject focus and scholars. While only a small portion of the front page sections listed attention to WMG, women are more likely to be an identified focus/finding than men, and WMG articles are more likely to have a woman first author. The research also found that WMG articles are more likely to be in three key areas: volunteering, fundraising, and board/governance. Attention to WMG in these areas is notable, but perhaps expected given historical nonprofit gender dynamics. Expansion of attention in other curricular areas would reinforce the importance of equity and inclusion values within nonprofit scholarship.
... Интересной, на наш взгляд, представляется точка зрения российских и зарубежных исследователей [Парфенова 2017, Парфенова, Петухова 2019Кулькова 2020;Worth 2009;Саралиева, Петрова 2019;Палибина и др. 2017;Парий-Сергиенко 2018], которые предлагают рассматривать российский рынок социального обслуживания населения как сетевой, в котором государственные и негосударственные организации, именуемые «социальными сервисами» или «провайдерами» по предоставлению социальных услуг, действуют точно также как субъекты сетевых рынков других профилей. ...
This article analyzes the processes of development of the social service market, which is part of the social protection system. Through a comparative analysis of the Soviet and Russian models of social services, the authors conclude that the modern system, while partially retaining some characteristics of the Soviet system, is transforming and acquiring new specific features. Based on the generalization of the results of the authors' comprehensive sociological research using quantitative and qualitative methods (questionnaire survey, in-depth interviews, content analysis), the innovative practices of working with consumers (recipients) of social services, which social efficiency in the conditions of the COVID-19 pandemic was noted by respondents, used by NCOs operating in the social services market. Despite the complexity of objective circumstances faced by organizations, regional NCOs still managed to maintain the quality of social services provided in both online and offline formats at a level that meets the needs of recipients. The prospects for the development of SO NPOs are connected not only with the creation and implementation of innovative technologies and practices, but also depend on strengthening the personnel composition of employees through the development and subsequent implementation of proposals for protecting their health and improving professional competencies by creating conditions for training, advanced training and mastering new specialties. The article notes the important role of regional media in covering the activities of NGOs in the difficult period of the spread of coronavirus infection and the establishment of a forced regime of social isolation. An analysis of video materials broadcast on official channels of Volgograd television is given, which contributed to strengthening the status of NGOs as competitive providers of quality social services. It is predicted that the experience gained during the "pandemic" period will be used by NGOs in their day-to-day activities in the future.
... Si la notion de transparence semble claire, la traduction du vocabulaire anglophone accountability est moins évidente, tel que l'indique le Tableau 7. Notons ici que les traductions françaises insistent à la fois sur l'accountability comme état (engagement), comme action (imputabilité et responsabilité) et comme processus (reddition des comptes et responsabilisation) . La notion de reddition des comptes implique donc qu'il y ait un émetteur et un récepteur, mais aussi que l'un et l'autre aient un rôle : le premier se sent obligé de rendre des comptes tandis que le second peut sanctionner l'émetteur en cas de défaut (Bowman, 2012;Worth, 2018). La reddition des comptes est donc la reconnaissance de l'existence d'une autorité auprès de laquelle l'organisation est responsable de son action (Ebrahim, 2005). ...
Objectif : La présente recherche explore la relation entretenue entre la gouvernance des organisations à but non lucratif et leur performance globale, qui inclut également leur impact sur leurs parties prenantes. Elle affiche donc des objectifs analytiques autour des liens avec les parties prenantes : avec qui œuvrer et à qui rendre des comptes ? comment rendre des comptes et raffermir les liens avec elles ? quels comptes rendre et quels sont les critères d’évaluation ? Les effets de la gouvernance, les formes prises par la reddition des comptes et la construction sociale de la performance et de l’impact organisationnels sont donc particulièrement étudiés.Approche et méthode : L’ancrage principal est la vision contingente des organisations, à laquelle appartiennent les théories des parties prenantes et de la dépendance aux ressources. A partir d’une démarche hypothético-déductive insérée dans le paradigme épistémique réaliste critique (PERC), les hypothèses issues de la littérature sont testées à partir de méthodes d’analyses de données textuelles, de régressions multiples logistiques et linéaires ainsi que de modèles d’équations structurelles. Les analyses ont porté sur les données des plus grandes associations françaises, sur un questionnaire auprès des dirigeants associatifs pendant la crise de la Covid-19, sur une enquête auprès de parties prenantes individuelles ainsi que sur le cas des Jeunes Agriculteurs.Résultats : Les études menées ont permis de montrer que les mécanismes de gouvernance s’expliquent notamment grâce au secteur et aux actions de l’association. En revanche, les liens entre gouvernance et performance globale sont à étudier au cas par cas. Il en va de même pour les effets de la reddition des comptes sur la performance. La performance à court-terme des associations, à savoir leur viabilité, est renforcée par le maintien des dispositifs de gouvernance tandis que l’adoption d’une orientation sociétale a des effets contrastés sur la viabilité. Enfin, globalement, la gouvernance améliore l’impact et la qualité de relation avec les parties prenantes qui elle-même a un effet positif sur l’impact organisationnel. Cependant, ces résultats doivent être étudiés dans le détail des mécanismes de gouvernance, des parties prenantes et des dimensions de la performance.Implications théoriques : Les résultats obtenus permettent de répondre aux objectifs fixés. Ainsi, la vision contingente de la gouvernance des organisations à but non lucratif conduit à une forte adaptabilité (dans chaque organisation et à ses parties prenantes). Le reporting est un mécanisme crucial de reddition des comptes mais la relation avec les parties prenantes est aussi particulièrement pertinente. Enfin, l'ensemble des concepts abordés sont contingents, permettant d'expliquer une vision émotionnelle et subjective de l’impact ainsi que la multidimensionnalité de la performance. Les théories mobilisées sont donc particulièrement adaptées pour les associations et leur opérationnalisation a été revisitée.Implications praticiennes et sociétales : Les résultats invitent à une mesure raisonnable et flexible de l’impact des organisations à but non lucratif et soulignent le caractère crucial de la gouvernance pour améliorer la performance et l’impact, en dépit des méfiances. La priorisation des parties prenantes est en outre cruciale, pour éviter les problèmes associés à la reddition des comptes holistique. Les composantes de la qualité de relation peuvent alors devenir des critères de hiérarchisation et de priorisation des parties prenantes, car elles varient selon les parties prenantes et ont un effet sur la performance et l’impact.
... According to them, boards are also responsible for legal as well as functional responsibilities of the organization. They segregated the role of board in duties i.e. duty of care, duty of loyalty and duty of obedience (Hopkins, 2003;Worth, 2011). This shows that board members are building blocks in the structure and mechanism of inter-organizational governance. ...
Third sector organizations are emerging as one of the major partner in governance along with the public and corporate sector all over the world including Pakistan. However, there is dearth of research on governance practices and models specifically the role of advisory board in such organizations. The paper explores the dominant model of internal organizational governance in third sector organizations and discusses the role of governing board, its functions and responsibilities in governance of TSOs in the specific context of Pakistan. The study adopts a mixed methods research design to reach the findings. The quantitative data for the study was collected through structured questionnaires while qualitative data was gathered by interviews of key respondents to strengthen the findings of the study. The present paper discusses the prevailing organizational model of governance of non-profit organizations in Pakistan in relation with different models of governance of TSOs in developed and developing countries including South Asian countries. It is expected that identification of key roles, functions and responsibilities of governing board in third sector organizations in Pakistan in comparison with other countries will particularly help in defining key features with strengths and weaknesses of the indigenous model of governance and role of board in organizations operating in Pakistan. The paper provides useful recommendations towards improvement in this regard through collaborated and integrated learning procedures.
... In this context, referring to the inspirational order of worth, the attention is focused on their personal growth, need for change, and new experiences (Schlagwein 2017). In analogy with Maslow's hierarchy of needs (Maslow 1943), such individuals have reached the peak of their needs (i.e., selfactualization) and are unrestricted to become "self-starters" (Worth 2009). After the hard work for such achievements, because of job burnout, some individuals decide to cut off significant revenue streams, in order to reach a better work-leisure balance and reduce the unnecessary consumptions (Etzioni 1998;Juniu 2000;Tan 2000). ...
During the last two decades, the labour market of the advanced economies has changed, with the increased use of short-term contracts and higher flexibility in terms of working spaces and work organization. Due to ongoing processes of the globalization and the Industry 4.0 Revolution, distance, location, and time are often no longer considered necessary conditions to make business. In this context, we have witnessed the development and diffusion of coworking spaces (hereinafter CSs). This chapter aims to investigate and compare development, typology, and dynamics of spatial distribution of CSs in two alpha global cities, Prague and Milan, between 2015 and 2019. Using two original geo-referenced databases, the chapter firstly proposes two metrics for quantitative mapping of CSs within basic settlement units in Prague and local identity units in Milan. Local spatial autocorrelation is used to identify spatial clusters in given years, and local spatio-temporal analysis investigated by differential spatial autocorrelation is applied to identify whether changes in spatial patterns over time are spatially clustered. Based on these findings, the chapter highlights similarities and differences in spatial patterns, spatial diffusion, and evolution of CSs in the two cities. Secondly, the chapter provides a discussion on micro-location of CSs in relation to the internal urban spatial structure and its transformation (urban core commercialization, inner city urban regeneration, and gentrification) and thereby the transition to the polycentric city model.
... In this context, referring to the inspirational order of worth, the attention is focused on their personal growth, need for change, and new experiences (Schlagwein 2017). In analogy with Maslow's hierarchy of needs (Maslow 1943), such individuals have reached the peak of their needs (i.e., selfactualization) and are unrestricted to become "self-starters" (Worth 2009). After the hard work for such achievements, because of job burnout, some individuals decide to cut off significant revenue streams, in order to reach a better work-leisure balance and reduce the unnecessary consumptions (Etzioni 1998;Juniu 2000;Tan 2000). ...
In the last two decades, working environments have undergone significant waves of change in terms of flexibility of working conditions, thus challenging the traditional working contexts. Driven by increased employee demands, many companies offer nowadays the possibility of remote working to ensure higher employee job satisfaction, eventually leading to enhanced organizational performance. The nonnecessity of being physically present during the usual shifts combined with the desire of continuous traveling has led to the emergence of the phenomena of digital nomadism.
... This interest reflects a growing realization among not-for-profit managers as well as leaders, administrators, policy makers and researchers, that the challenges of 21 st century organizations require effective strategic leadership practices. NFPOs are self-governing private organizations that offer services to diverse constituents without any financial gain (Nahavandi, 2012;Worth, 2009). Therefore because of the complementarity role that these organizations play, their demise would be a disaster to many of their beneficiaries. ...
This paper examined the influence of the strategic leadership role of developing human capital on organizational performance in not-for-profit organizations in Nairobi County in Kenya. An embedded mixed method research survey assessing the influence of developing human capital on organizational performance was completed by strategic leaders from 305 not-for-profit organizations in Nairobi County in Kenya. The study established a significant positive relationship between developing human capital and organizational performance. The key study findings are reflected by the results of the r value of 0.675 and r 2 value of 0.456 for which it can be deduced that is 45.6% of the corresponding change in organizational performance in not-for-profit organizations is explained by the predictor variables. These findings demonstrate that if not-for-profit leaders employ the strategic practice of developing human capital in their organizations, they are likely to improve the organizational performance significantly. The study assumed that by not-for-profit strategic leaders' engagement in developing human capital would lead to tremendous performance which in turn would translate to achievement of the mission of these organizations. This paper proposes developing human capital as way of improving organizational performance.
... While the academic discipline of nonprofit leadership is developing, its substance often fails to connect with actual nonprofit work, and it continues to lag behind real world changes. According to Worth (2019), "Students taking a course in nonprofit management today might reasonably assume that such courses have always existed. However, they are a relatively recent addition to the curriculum at many colleges and universities, and scholarly research in the field, while growing, still does not approach the volume of study devoted to public or business management" (pg. ...
... Considerable disagreements on defining a nonprofit organization play its due role in this confusion. The nonprofits have been defined by legal classification (James & Rose-Ackerman, 2013;Pryor, 1994;Salamon & Anheier, 1997), the labor (volunteers) (Mook et al., 2014;Tidwell, 2005;Worth, 2014), and its funding sources (Foster & Bradach, 2005;Salamon & Anheier, 1997;Sanders & McClellan, 2014;Werther & Berman, 2001). The complexity is deepen due to the ownership, as in private sector the power is with shareholders and managers but in nonprofits the power can be distributed between volunteers, donors, and other stakeholders who may not necessarily be attached with the organization (Foreman & Whetten, 2002;Lee & Bourne, 2017;Pratt & Foreman, 2000;Young, 2001b). ...
There is a substantial research literature on nonprofits identity claim and identity understanding but much less on how these identities are constructed in the first place. This article explores how identity claim and identity understanding are constructed in the nonprofits and reasons for such constructions. Exploratory multiple case study analysis was conducted with two voluntary organizations. The results showed that three factors play a significant role in construction of identity claim; founders, funding, and power of stakeholders. The construction of identity understanding is influenced by the claim and is often in sync until the funding source changes leading to a dissimilar identity understanding. The members, however, showed reluctance to embrace the new identity due to the power of stakeholders and fear of mission drift. The unsynchronized claim and understanding caused confusions among the members as they juggled between adopting the new identity understanding and keeping a dissimilar claim. This confusion hinders the nonprofits growth and they struggle to answer what they want to be in future.
This study proposes a more nuanced understanding of the government-nonprofit relationship by examining how government regulations moderate the sector size relationships between government and nonprofits. I argue that when government regulations change, different models—supplementary or complementary—prevail in a respective policy subsector. In the context of Chinese environmental nonprofits, I focus on two government regulations that are determinant for nonprofit development: regulation of registration and regulation of overseas funding generation. Analyses of a longitudinal dataset (2009–2020) show that environmental nonprofit organizations are in a supplementary relationship with government when the latter encourages overseas funding generation, while the relationship becomes a complementary one when government strengthens its control on overseas funding yet loosens the control over nonprofit registration. This study contributes to the literature by testing moderating effect of the classic government-nonprofit models and by illustrating the dynamics of government-nonprofit relationships in China.
As the world grapples with escalating environmental crises, environmental nonprofit organizations (ENPOs) have emerged as key actors in promoting environmental stewardship. Unlike corporations, ENPOs operate within a unique framework where mission-driven objectives often supersede financial gains, allowing them to adopt bold and innovative environmental practices. The roots of ENPO leadership can be traced back to the conservation movements of the 19 and 20th centuries, shaped by various social, political, and economic factors. However, in the 21st century, ENPOs have increasingly focused on sustainability and forming partnerships with the private sector and community groups. Their leadership is characterized by advocacy and policy influence, scientific rigor, grassroots mobilization, a global perspective, and strategic partnerships. The significance and impact of these partnerships are explored through global case examples that showcase the essential roles of multiple stakeholders, including governments, research institutions, corporations, and community groups, in advancing environmental leadership within ENPOs. Such collaborative efforts enable ENPOs to harness the unique capabilities of each partner, enhancing their capacity to achieve sustainability goals and develop adaptive strategies and innovative solutions for emerging environmental challenges, thereby significantly amplifying their impact. Finally, strategic solutions to the challenges facing ENPOs in the execution of their missions are discussed.
This research aimed to know the influence of total quality management and service innovation on service quality at Dinas Ketahanan Pangan and Peternakan Kabupaten Kediri. This research is quantitative. The method used in this research were interviews, questionnaires, and library studies. The populations in this research were 36 respondents and the samples used in this research were also 36 respondents. The sampling technique used was census sampling. The sample in this research consisted of two types of respondents, namely 36 employees and 36 customers. The data analysis method used was multiple linear regression. This technique is used to determine the influence of total quality management (TQM) and discipline to service quality. The result showed that total quality management (TQM) and service innovation have a significant influence either simultaneously or partially on the quality of service at Dinas Ketahanan Pangan and Peternakan Kabupaten Kediri. So the hypothesis could be acceptable. The variable most dominant influence is the service innovation.
This paper aimed at developing the methodology of identifying each member's role in specified community action groups, using the quantitative analysis comparing with two different types of community action groups. Itis useful for community designer to support community action groups not only by identifying their issue, but also by proposing adirection to solvethe problem. Corresponding analysis and cluster analysis were applied, targeting each member of two communityaction groups. As a result, a certain amount of each member's role in groups and his/her characteristic was specified visible in scatter diagrams or radar charts. However,it is a subject for future analysis to improve the methodology of specifying lack ofa presenceof independent-mindedplanner in groups.
This paper summarizes arguments and counterarguments driving academic discussion about the Milton Hershey School (MHS) and the Hershey Company's control mechanism, enacted by the Hershey Trust (HT). It then studies the Hershey Trust's governance with respect to ethics, budget sources, and management, focusing on how the Hershey Company exercises corporate control over MHS. My main tool of analysis is an event study, which estimates a particularly abnormal response of the Hershey Company's stock price to potentially disruptive developments. Empirical results indicate that the Hershey Company has not been greatly influenced by the Hershey Trust. Abnormal return of the Hershey Company's stock price is skewed, and it has an asymmetric probability distribution after June 2016. However, the Hershey Trust continues to indirectly manage and control the Hershey Company. The Hershey Trust, accordingly, is a de facto "industrial foundation." Thus, charitable trustees of the Hershey Trust affect the Hershey Company's stock price and management. The HT and the MHS had mistaken a governance because the diversification lies with beneficiations of the trust per se, not shareholders of the Hershey Company. The HT and MHS should end their puppet dominance of the Hershey Company because the HT's and MHS's future 501(c)(3) status will be jeopardized. Overall, this paper presents analysis and empirical results, aimed at building a more charitable organization. The audience for this paper includes policymakers, regulators, and academics.
Modern slavery presents a complex risk for organisations worldwide, with perpetrators continually adapting practices to maintain a veil of secrecy. While management controls may reduce modern slavery risks, little is known about how they optimally function across industries and organisational forms. To advance the state of knowledge, we examine an Australian not for profit housing provider using an interventionist research method. We draw on a combined conceptual framework of management controls and expectancy theory to analyse participant observations and document data collected over 24 months. Our findings show that despite constraints, the organisation reduced modern slavery risks. This outcome, informed by a social purpose within the organisation, was facilitated through the introduction and adaptation of cultural, personnel, action, and results controls. By discussing the changes this housing provider made, we add to the literature on management controls and modern slavery and provide theoretical insights into why they were adopted. We also highlight limitations in what the organisation could achieve that point to areas for future research.
Community-engaged research needs involving community organisations as partners in research. Often, however, considerations regarding developing a meaningful partnership with community organisations are not highlighted. Researchers need to identify the most appropriate organisation with which to engage and their capacity to be involved. Researchers tend to involve organisations based on their connection to potential participants, which relationship often ends after achieving this objective. Further, the partner organisation may not have the capacity to contribute meaningfully to the research process. As such, it is the researchers' responsibility to build capacity within their partner organisations to encourage more sustainable and meaningful community-engaged research. Organisations pertinent to immigrant/ethnic-minority communities fall into three sectors: public, private and non-profit. While public and private sectors play an important role in addressing issues among immigrant/ethnic-minority communities, their contribution as research partners may be limited. Involving the non-profit sector, which tends to be more accessible and utilitarian and includes both grassroots associations (GAs) and immigrant service providing organisations (ISPOs), is more likely to result in mutually beneficial research partnerships and enhanced community engagement. GAs tend to be deeply rooted within, and thus are often truly representative of, the community. As they may not fully understand their importance from a researcher's perspective, nor have time for research, capacity-building activities are required to address these limitations. Additionally, ISPOs may have a different understanding of research and research priorities. Understanding the difference in perspectives and needs of these organisations, building trust and creating capacity building opportunities are important steps for researchers to consider towards building durable partnerships.
Underlining the relationship between the public and nonprofit sectors, Effective Nonprofit Management: Context, Concepts, and Competencies, 2nd Edition comprehensively explores of the practical art of forming, managing, and leading nonprofit organizations, contextualizing the changing socio-political conditions and expectations of key stakeholders in nonprofit organizations. Grounded in the practical experiences of real-life nonprofit managers, this thoroughly revised second edition explores contemporary issues that are becoming central to effective nonprofit management, including: An increasing emphasis on outcome assessment and accountability; innovative use of social media; big foundations’ impacts on nonprofits and public policy making; tensions between federal, state, and local governments with nonprofits; and the importance of instilling a culture of ethics in the sector. A completely new chapter on nonprofit ethics and accountability has been added. Each chapter introduces the reader to relevant and current scholarship on the topic, utilizes the language of nonprofit practice, explores contemporary issues and examples, provides practical tips, includes text boxes with profiles of nonprofit organizations and best practices, and ends with a short and practical case study followed by discussion questions. Effective Nonprofit Management, Second Edition will be of interest to practitioners as well as graduate and upper division undergraduate students enrolled in nonprofit and public management courses.
Although nonprofit organizations are expected to contribute to public interests, their tax exemption does not necessarily entail serving the broader public. What, then, makes nonprofit organizations orient their work externally, serving the broader public, instead of internally, pursuing private goals? This paper examines this question by studying the link between nonprofits’ board governance, with a specific focus on boards’ racial diversity, and their contribution to public interests. The analysis of the 2015 US Local Arts Agency Census reveals that boards’ racial diversity is closely related with nonprofit arts organizations’ participation in serving the broader public through civic engagement and community development activities. The findings offer insights on how nonprofit boards, which are neither publicly elected nor publicly accountable, can be trusted to attend to broader issues of the public interest.
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Marketing techniques are well-accepted practices in today’s nonprofit organizations. Still, existing research on nonprofit marketing focuses on a small number of cases, and little is known about the sector-wide marketing practices. This study examines how a nonprofit’s marketing endeavors, measured by the percentage of expenses spent on marketing, vary across organizations, depending on such organizational contingencies as revenue mix, service type, and organizational activities. The analysis of the 2012 Statistics of Income Sample data shows that the proportion of marketing expense in total expenditure is positively associated with the proportions of commercial income and charitable contributions in total revenue and negatively with the proportion of government grants. The results also reveal that the proportion of marketing expense is more strongly associated with commercial revenue than with donation revenue, which implies that the current marketing practices have a stronger emphasis on increasing sales of goods and services. The findings also show significant differences across service types, as arts and environmental organizations spend more on marketing while health and human service organizations spend less than others.
Organisations and their actions are always on an ongoing judging collective process from the society. Governmental legitimacy in democratic societies is warranted to governments through elections, making sure that they are chosen to represent the public interest. However, in case of NGOs and churches – organisations that act in the public interest - how are those organisations legitimated? We argue that the communication in the public sphere is creating a number of speech acts and talking situations that contribute to the legitimation. Moreover, the existence of this type of communication subscribes legitimacy to those organisations in a performative sense. Furthermore, the ontology of churches and NGOs is based on communication and the constitution of those social forms is only possible through communication. In that sense, we propose in this article a model that illustrates and systemizes the communication flows that contribute to legitimation, the constitution, and creation of those organisations.
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