Snuggling Together or Exploring Options? A Multilevel Analysis of Nonprofit Partnership Formation and Evolution in an Unstable Institutional Context

2020 ◽  
pp. 089976402094580
Author(s):  
Khaldoun AbouAssi ◽  
Rong Wang ◽  
Kun Huang
Keyword(s):  
Nonprofit Organizations ◽  
Multilevel Analysis ◽  
Organizational Attributes ◽  
Nonprofit Partnership ◽  
Partnership Formation ◽  
Stable Clusters ◽  
Network Methods ◽  
Institutional Contexts ◽  
Formation And Evolution ◽  
Over Time

What predicts the formation and evolution of partnerships in unstable institutional contexts? We answer this question by examining the partnership field of environmental nonprofit organizations based in Lebanon. Employing descriptive and inferential network methods, we find organizational attributes such as scope, operations, and age to be significant predictors of partnership formation. In particular, organizations working in the same issue areas are more likely to partner with each other; age and scope complementarity also drives the partnership formation over time. Furthermore, the results reveal that organizations are more likely to form partnerships with their partners’ partners, and consequently stable clusters or subgroups emerge over time. These findings are suggestive but are the first to provide a multilevel analysis of nonprofit partnership formation and evolution.

The Nonprofit Starvation Cycle: Empirical Evidence From a German Context

2019 ◽  
Vol 48 (3) ◽  
pp. 467-491 ◽  
Author(s):  
Peter Schubert ◽  
Silke Boenigk
Keyword(s):  
Nonprofit Organizations ◽  
Empirical Evidence ◽  
Nonprofit Sector ◽  
Government Funding ◽  
Financial Data ◽  
Organizational Infrastructure ◽  
The U.S ◽  
Over Time

The nonprofit starvation cycle describes a phenomenon in which nonprofit organizations continuously underinvest in their organizational infrastructure in response to external expectations for low overhead expenditure. In this study, we draw on nonprofit financial data from 2006 to 2015 to investigate whether the German nonprofit sector is affected by this phenomenon, specifically in the form of falling overhead ratios over time. We find reported overhead ratios to have significantly decreased among organizations without government funding and that the decrease originates from cuts in fundraising expenses—two results that are in contrast to previous findings from the U.S. nonprofit sector. With this study, we contribute to nonprofit literature by engaging in a discussion around the starvation cycle’s generalizability across contexts.

Organizations, Employment Discrimination, and Inequality

2015 ◽  
Author(s):  
Kevin Stainback
Keyword(s):  
Quality Of Life ◽  
Organizational Context ◽  
Employment Discrimination ◽  
Relative Power ◽  
Group Level ◽  
Environmental Pressures ◽  
Life Chances ◽  
Institutional Contexts ◽  
Over Time

This chapter explores theory and research that shows how employment discrimination and inequality are shaped by organizations and organizational context. More specifically, it considers how group-linked discrimination and other status-linked categorical distinctions give rise to group-level employment inequalities. It argues that categorical distinctions, such as race, gender, and citizenship, influence quality of life and life chances across institutional contexts including work, and that organizational context affects the extent to which such statuses become the basis, in part or whole, for sorting people into jobs or being exposed to opportunities and experiences. Three general forces that shape employment discrimination and group-linked inequality are discussed: inertia, the tendency for organizations—once policies, practices, and procedures are established—to produce stability and resist change over time; intraorganizational pressure, in particular the relative power of internal constituencies; and environmental pressures, both direct and diffuse, on organizations to implement organizational practices and procedures.

The Royal Society, its Fellows and industrial R&D in the mid twentieth century

2010 ◽  
Vol 64 (suppl_1) ◽  
Author(s):  
Sally M. Horrocks
Keyword(s):  
Twentieth Century ◽  
World War Ii ◽  
Royal Society ◽  
New Products ◽  
The Political ◽  
World War ◽  
Institutional Contexts ◽  
Political Spectrum ◽  
The Relationship ◽  
Over Time

Commentators and politicians have frequently argued that the performance of the British economy could be significantly improved by paying more attention to the translation of the results of scientific research into new products and processes. They have frequently suggested that deficiencies in achieving this are part of a long-standing national malaise and regularly point to a few well-worn examples to support their contention. What are conspicuous by their absence from these debates are detailed and contextual studies that actually examine the nature of the interactions between scientists and industry and how these changed over time. This paper provides one such study by examining three aspects of the relationship between the Royal Society, its Fellows and industrial R&D during the mid twentieth century. It looks first at the enthusiasm for industrial research to be found across the political spectrum after World War II before examining the election as Fellows of the Royal Society of men who worked in industry at the time of their election. Finally it considers the extent to which industrial R&D was incorporated into the way in which the Royal Society presented itself to the outside world through its Conversazione. Despite the absence of formal structures to translate the results of the work of scientists employed in other institutional contexts to industry, there is much evidence to indicate that there were plenty of other opportunities for the exchange of information to take place.

scholarly journals Factors Related to Changes in CD4+ T-Cell Counts over Time in Patients Living with HIV/AIDS: A Multilevel Analysis

PLoS ONE ◽  
2014 ◽  
Vol 9 (2) ◽  
pp. e84276 ◽  
Author(s):  
Ulisses Ramos Montarroyos ◽  
Demócrito Barros Miranda-Filho ◽  
Cibele Comini César ◽  
Wayner Vieira Souza ◽  
Heloisa Ramos Lacerda ◽  
...  
Keyword(s):  
T Cell ◽  
Multilevel Analysis ◽  
Cd4 T Cell ◽  
Cell Counts ◽  
Living With Hiv ◽  
Over Time ◽  
Hiv Aids

scholarly journals Nonprofit Strategic Management Revisited

2019 ◽  
Vol 9 (2) ◽  
Author(s):  
Eric W. Miller
Keyword(s):  
Human Capital ◽  
Strategic Management ◽  
Nonprofit Organizations ◽  
Customer Requirements ◽  
Environmental Pressures ◽  
For Profit ◽  
Wide Range ◽  
Efficiency And Effectiveness ◽  
Strategy Performance ◽  
Over Time

This article presents a review and analysis of empirically based research on strategic management in nonprofit organizations appearing in peer-reviewed journals between 1998 and 2015, and compares these findings with an earlier, similar study to determine how nonprofit use of strategic management has evolved over time. Findings suggest that determinants of strategic management have evolved beyond funder requirements to include environmental pressures to increase organizational efficiency and effectiveness, professionalize staff capacities, and respond to changing customer requirements. Nonprofits continue to use strategic management in response, and have recently adopted a wide range of for-profit strategies and practices in both strategy content and strategy performance areas. Strategic management offers both risks and rewards for nonprofits, but requires significant time, resources, and human capital that not all nonprofits readily possess.RÉSUMÉCet article présente l’évaluation et l’analyse de recherches empirique—parues entre 1998 et 2015 dans des revues évaluées par les pairs—sur la gestion stratégique d’organismes à but non lucratif. Il compare ces données avec uneétude antérieure similaire afin de déterminer comment la gestion stratégique par les organismes à but non lucratif a évolué. Les résultats suggèrent que les déterminants de la gestion stratégique ont progressé au-delà des besoins des subventionneurs, tenant compte aujourd’hui des pressions environnementales pour accroître l’efficience et l’efficacité organisationnelles, professionnaliser le personnel et répondre aux besoins changeants de la clientèle. Dans ces circonstances, les organismes à but non lucratif continuent de recourir à la gestion stratégique et ont récemment adopté un vaste éventail de stratégies et pratiques à but lucratif dans les domaines du contenu et de la performance stratégiques. La gestion stratégique, tout en posant certains risques, offre incontestablement des récompenses aux organismes à but non lucratif, mais elle requiert un temps, des ressources et une main d’oeuvre que les organismes à but non lucratif ne possèdent pas forcément.

scholarly journals The Influence of Social Capital on Knowledge Management Maturity of Nonprofit Organizations – Predictive Modelling Based on a Multilevel Analysis

IEEE Access ◽  
2019 ◽  
Vol 7 ◽  
pp. 47929-47943 ◽  
Author(s):  
Radmila Mikovic ◽  
Branko Arsic ◽  
Dorde Gligorijevic ◽  
Marija Gacic ◽  
Dejan Petrovic ◽  
...  
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Nonprofit Organizations ◽  
Multilevel Analysis ◽  
Predictive Modelling

‘Nature’ in the laboratory: domestication and discipline with the microscope in Victorian life science

1991 ◽  
Vol 24 (3) ◽  
pp. 307-341 ◽  
Author(s):  
Graeme Gooday
Keyword(s):  
Life Science ◽  
Natural Sciences ◽  
Academic Life ◽  
Late Nineteenth Century ◽  
Experimental Instruction ◽  
Laboratory Teaching ◽  
Institutional Contexts ◽  
Late Nineteenth ◽  
Effective Use ◽  
Over Time

What sort of activities took place in the academic laboratories developed for teaching the natural sciences in Britain between the 1860s and 1880s? What kind of social and instrumental regimes were implemented to make them meaningful and efficient venues of experimental instruction? As humanly constructed sites of experiment how were the metropolitan institutional contexts of these laboratories engineered to make them legitimate places to study ‘Nature’? Previous studies have documented chemists' effective use of regimented quantitative analysis in their laboratory teaching from the 1820s, but less is known about how Victorian academics made other sorts of laboratories unproblematic pedagogical spaces. This paper will examine the literary, disciplinary and instrumental technologies of microscopy deployed by T. H. Huxley at his South Kensington laboratory during the early 1870s to render his biology teaching legitimate, meaningful and efficient. As such it is a response to Pickstone's recent call for a broader account of microscopy teaching in late nineteenth-century academic life science, and one localized answer to Bennett's enquiries as to what the appearance of a microscope in laboratories and other domestic settings betokened to historical actors, and how such tokens changed over time.

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