In the light of our findings, we conclude that Rho GTPases/JNK cascades are not major effectors of planar polarity in the Drosophila eye. We propose a new model for the control of R3/R4 photoreceptor fate by Frizzled, whereby asymmetric protein localization is likely to be a critical step in modulation of Notch activity. This modulation may occur via direct interactions between Notch and Dishevelled.
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This research proposes a bona fide network perspective for examining interorganizational collaboration. This perspective emphasizes that (a) network boundaries are fuzzy and membership is dynamic, (b) interorganizational networks are embedded in a complex environment that enables some configurations and constrains others, (c) interorganizational networks are multiplex and different types of relationships are mutually influential, (d) these networks are dynamically restructured over time, and (e) outcomes of networks occur at the individual and whole network levels. An interorganizational collaboration network among gender-based violence NGOs in Zambia is used as an illustrative case. Using a mixed-method design, this research finds substantial differences between donor-driven and grassroots coalitions; in addition, NGOs report a number of obstacles to collaboration and outcomes at individual and network levels.
Nonprofits are guided by internal efforts and external mandates to build capacity. However, scholars and grant makers are hampered by varied definitions of the concept, competing but untested models, and the lack of a reliable and valid measure. This research defines nonprofit capacity as the processes, practices, and people that the organization has at its disposal that enable it to produce, perform, or deploy resources to achieve its mission. An inductive-confirmatory two-study approach introduces and validates the Nonprofit Capacities Instrument, a 45-item measure of eight nonprofit capacities derived from existing instruments. The capacities are (1) financial management, (2) adaptive capacity, (3) strategic planning, (4) external communication, (5) board leadership, (6) operational capacity, (7) mission orientation, and (8) staff management. Intriguingly, this research demonstrates that nonprofit capacity is not a singular or second-order concept, but better described in its plural form, nonprofit capacities.CAPACITY-BUILDING INITIATIVES ARE common across nonprofit organizations, with numerous organizations and programs designed to improve capacity (e.g., Americorp CTC Vista, National Council of Nonprofi ts). In spite of this signifi cant investment, there is no unifying defi nition or model of nonprofi t capacity (Christensen and Gazley 2008 ). Moreover, both researchers and funders lack the ability to compare similar organizations ' capacity or the relative eff ectiveness of diff erent capacity-building initiatives.The purpose of this research is to introduce the Nonprofit Capacities Instrument, a selfreport measure of capacity that allows researchers, foundations, and practitioners to compare the capacities of nonprofit organizations using a standard metric. This research makes two contributions. First, we introduce a model of nonprofit capacity and demonstrate that it should be understood as interrelated nonprofit capacities , not as a second-order multidimensional construct (i.e., a single concept composed of multiple subdimensions claimed by existing conceptual models). Second and relatedly, this research answers Brown ' s ( 2012 ) call for a self-guided instrument that would allow for practitioners to assess their capacity without the need for external facilitation.
Interorganizational communication describes the structures, forms, and processes created by the exchange of messages and the co‐creation of meaning among organizations and their stakeholders. Research in this area has its roots in the study of organizational interlocks and boundary spanners and, more recently, in the field of communication, especially when conceptualized as networks. Several theories have been used to explain the emergence of interorganizational communication. Traditional theories have focused on economic and sociological explanations. More recent theories have given primacy to communication based mechanisms. Interorganizational communication encompasses four distinct types of relations: affinity, flow, representational, and semantic. Most research to date has focused on affinity interorganizational communication, or the socially constructed relationships between organizations in which communication is implicitly assumed to facilitate the creation of shared meaning and coordination of organizational activities. The prospects for advancing research and theory in interorganizational communication depend upon attending to these types of relations.
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