This article draws from the general literature on organizational effectiveness and specialized nonprofit to advance six theses about of public benefit charitable organizations (NPOs). (a) Non-profit is always a matter comparison. (b) Nonprofit multidimensional will never be reducible single measure. (c) Boards directors make difference in NPOs, but how they do this not clear. (d) More effective NPOs are more likely use correct management practices. (e) social construction. (f) Program...

Abstract Drawing on the general literature organizational effectiveness, specialized nonprofit and recent research in field, this article advances nine theses, or conclusions, about effectiveness of public benefit charitable, organizations (NPOs). NPO is (1) always comparative, (2) multidimensional, (3) related to board (but how not clear), (4) use correct management practices but any simple “best practices” way, (5) a social construction. Furthermore, (6) it unlikely that there are...

Based on the social constructionism perspective and a multiple constituency model, this study investigates stakeholder judgments of nonprofit charitable organization effectiveness. ThestudyalsousesaDelphiprocesstoidentifycriteriathatsomepractitionerw-experts regard as objective indicators Data various organizational effectiveness were collected for sample 64 organizations, allowing examination extent to which are consistent related indicators. Among major results that practitioner-experts...

Tables, Figures, and Exhibits. Preface. The Editor. Contributors. PART ONE: CONTEXT AND INSTITUTIONS. 1. Historical Perspectives on Nonprofit Organizations in the United States (Peter Dobkin Hall). 2. Social Institutions (Jon Van Til). 3. Legal Framework of Sector (Thomas Silk). 4. Changing Context American Management (Lester M. Salamon). 5. Internationalization (Helmut K. Anheier, Nuno Themudo). TWO: KEY LEADERSHIP ISSUES. 6. Board Leadership Development (Nancy R. Axelrod). 7. Executive...

Abstract How do key stakeholders of nonprofit organizations (NPOs) judge the effectiveness their organization? Are judgments similar, and how are board use practitioner‐identified correct management procedures related to effectiveness? This study focuses on a subset especially effective less NPOs from larger sample finds that have more boards (as judged by various stakeholder groups), with higher social prestige, procedures, change strategies. Practical implications discussed include adopting

This study reviews evidence in support of the hypothesis that nonprofit organizations’effectiveness is related to effectiveness their boards directors. It also asks whether various recommended board practices and processes affect effectiveness. The focuses on a subset especially effective less organizations from larger sample. results show (as judged by multiple stakeholders) have more different use significantly set practices. using prescribed are likely other correct procedures. practical...

This study investigates whether nonprofit organizational effectiveness is judged consistently by differing constituencies and changes in board overall (judged constituencies) are the result of use practices regarded as “right way” to manage. The results show that different organizations differently, at both periods; a change correct over time, controlling for time 1, was not related 2; management practices, 2, except members. Implications considered. Claims about best boards must be...

Abstract This study of sixty‐four locally governed nonprofit charitable organizations used a social constructionist perspective to investigate the relationship between extent which boards use prescribed board practices and stakeholder judgments effectiveness those boards. A implies that different stakeholders evaluate kinds information in making about effectiveness. The results suggest there is wide variation practices, often differ substantially, chief executives' their moderately related...

Abstract Prescriptive approaches place the nonprofit board of directors at hierarchical pinnacle organization's management structure. Empirical research finds this view incomplete best. The results an attribution study indicate that chief executives are perceived as centrally responsible for outcomes. Given such centrality, what skills differentiate who regarded especially effective from others? This article describes suggesting more‐effective provide leadership their boards. implications...

The commonplace view of nonprofit organizations sees the board in control and responsible for governance outcomes impor tant events organization. This point is empirically examined by analyzing how chief executives organiza tions their presidents attribute responsibility critical incidents. results suggest both believe "psychological centrality" executive a hierarchy organizational outcomes. authors discuss those positions come to understand explain reality experience raise implications...

Many theoretical and methodological difficulties have limited the develop ment of research on effectiveness nonprofit organizations. After reviewing contemporary approaches to task defining distin guishing among voluntary, organizations, this article suggests several workable indicators that can advance into effectiveness, especially if they are used in combination. It also presents illustrates uses Boolean algebra as an analytical technique promises enhance comparative case study research.

Patients with gastroesophageal reflux (GERD) symptoms undergoing screening upper endoscopy for Barrett's esophagus (BE) frequently demonstrate columnar-lined epithelium, forceps biopsies (FBs) failing to yield intestinal metaplasia (IM). Repeat is then often necessary confirm a BE diagnosis. The aim of this study was assess the IM leading diagnosis by addition wide-area transepithelial sampling (WATS-3D) FB in patients GERD.

Abstract Recent research by the authors adds to their evolving model of leadership provided effective chief executive officers nonprofit organizations. Effective executives understand centrality role and accept responsibility as initiators action—with boards—to find resources revitalize missions These actions are carried out part political dimension executives. The importance this criterion practice is examined in light hesitance espouse or advocate action. Implications for training...

Boards of directors perform both internal and external functions. After reviewing research on the function, this paper reports results an empirical study role. Based upon responses from 142 people in seven private nonprofit organizations finds that: (1) participants experience less actual influence than they think should have; (2) board members' is posi tively related to frequency meetings extent which members feel informed their duties, though neither very strong; (3) ratings organizational...

The increasing recognition of the public nature nonprofit organizations and changing relationships between governments provide context for, underline importance of, understanding effective executive leadership in such organizations. A study 50 organization chief executives revealed that reputationally engaged more reported behaviors relationship to their boards directors than not so reputed. No difference was found directed at staff. results suggest “board-regarding behaviors” are an...

As the definition of public affairs and administration expands to encompass nonprofit organizations as more university programs in begin develop curricula organization management, questions what such should include have become increasingly important. Based on a program research management skills, that been raised about appropriate are reviewed, literature serve foundations for proposed approach curriculum described, four executive roles implications each specified, sets behaviorally oriented...