How are close personal relationships experienced by people in deeply meaningful work? Drawing upon in‐depth interview data with 82 international aid workers, I offer three distinct contributions. First, I find that people who experience their work as deeply meaningful have high work devotion. I identify boundary inhibition as a mechanism to explain why they participate more willingly in overwork and erratic work, despite giving rise to time‐ and trust‐based conflict in their relationships. Second, I find that people with high work devotion often also experience emotional distance in their personal relationships when their close others don’t value their work – a context I call occupational value heterophily. This disconnection‐based conflict compounds the time‐ and trust‐based conflict and engenders an emotionally agonizing situation, which I call work‐relationship turmoil. Third, when close others do value their partner’s work – a context I call occupational value homophily – it fosters an emotional connection and offers an avenue for work‐relationship enrichment. These findings draw upon deeply meaningful work to detail the multi‐faceted work‐relationship experience among those with high work devotion.
Who benefits (cui bono) from nonprofit organizational structures and practices? I draw on interviews, observation, and archival data from 25 grantmaking foundations to examine the mechanisms by which "charitable" institutions are designed to serve the private interests of internal members. I develop a framework to analyze how both public and private goals inform organizational design, exploring the dual, continuous, and dynamic nature of this process. This framework enables scholarship on nonprofit organizational behavior to examine private interests in a uniquely robust manner. Furthermore, it provides tools to study organizations' evolution through varied functions and forms over time.
Within the spectrum of NGOs, INGOs represent the most transnational aid organizations, and are the focus of this chapter. INGOs are formal organizations with operations in more than one country, the majority of which are headquartered in the United States or Western Europe, and which work on projects within lower-income contexts. Examples of INGOs include Oxfam, CARE, and Save the Children. This chapter focuses in particular on the human resource management (HRM) issues INGOs face, especially with respect to the diversity of the INGO
Background/Context The concept of scale has gained purchase across social sectors in recent years as organizational leaders and funders seek to maximize the impact of promising social innovations. Purpose/Objective We apply insights from recent scholarship on ideas as mechanisms for change to explain how the idea of “getting to scale” intersected with political opportunities and human and financial resources in the early diffusion of the charter management organization (CMO). Research Design As the birthplace and a political locus of the CMO form, California is an ideal vantage point from which to understand the early years of the form's diffusion. We conducted interviews with California CMO and non-CMO leaders, principals, and funders. Our interviews were designed to understand when and why CMO leaders thought about growth, the challenges and opportunities associated with growth, organizational goals and strategic priorities, and whether and how funders shaped CMO development and plans. In addition, we constructed a school-level panel dataset for the 1991–92 to 2006–07 school years using data from the National Center for Education Statistics Common Core of Data and the California Department of Education. We included charter organizational form, enrollment, and school founding and closure years. We also joined multiple Foundation Center datasets to create a grant-level dataset for the years 1999 to 2006 that includes grant amount, grant type, recipient, and funder. Finally, we conducted participant and nonpar-ticipant observations at CMO board meetings, foundation staff meetings and presentations, and charter school conferences and meetings. Findings/Results Understood and framed as the vehicle for getting to scale, the CMO form drew a disproportionate share of private philanthropy dollars, appealed to a new class of professionals from outside of education, and was successfully distinguished from alternative charter forms, all of which contributed to its early diffusion. Conclusions/Recommendations We develop a fuller understanding of the charter school movement, describing how the diffusion of the CMO form displaced ideas about school-level autonomy and decentralization in favor of ideas about getting to scale and tipping the system. The study also offers insight to scholars analyzing current and past efforts at educational reform by emphasizing the roles played by ideas, opportunities, and resources.
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