Are public and private organizations fundamentally different? This question has been among the most enduring inquiries in public administration. Our study explores the impact of organizational ownership on two complementary aspects of performance: service quality and access to services for impoverished clients. Derived from public management research on performance determinants and nursing home care literature, our hypotheses stipulate that public, nonprofit, and for-profit nursing homes use different approaches to balance the strategic tradeoff between two aspects of performance. Panel data on 14,423 facilities were analyzed to compare measures of quality and access across three sectors using different estimation methods. Findings indicate that ownership status is associated with critical differences in both quality and access. Public and nonprofit organizations are similar in terms of quality, and both perform significantly better than their for-profit counterparts. When compared to nonprofit and, in some cases, for-profit facilities, public nursing homes have a significantly higher share of Medicaid recipients. The paper proposes strategies to address the identified long-term care divide.

Th is article uses interviews and Internet data to examine social media use among nonprofi t organizations and county departments involved in the delivery of human services in a six-county area in south-central New York State. Social media use was modest, with nonprofi t organizations much more likely to use it than county departments. Organizations used social media primarily to market organizational activities, remain relevant to key constituencies, and raise community awareness. Most organizations either had a narrow view of social media's potential value or lacked a long-term vision. Barriers to use included institutional policies, concerns about the inappropriateness of social media for target audiences, and client confi dentiality. Findings build on recent research regarding the extent to which nonprofi t organizations and local governments use social media to engage stakeholders. Future research should investigate not only the diff erent ways organizations use social media but also whether organizations use it strategically to advance organizational goals.

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This study uses hierarchy of engagement to analyze how nonprofit human service organizations use Facebook and Twitter to engage stakeholders. Their framework has not been applied to this nonprofit subgroup, and most previous scholarship on this topic focuses on just one platform. We also contribute by drawing on organizational theory to better understand variation in the modes of engagement organizations emphasize. Based on our analysis, we add new subcategories to the hierarchy of engagement. In addition, we find that compared to other nonprofit subgroups examined in previous research, the organizations in our sample placed a greater emphasis on using social media messages to ask stakeholders to take action. We report only modest variations in how organizations were using Facebook and Twitter. Finally, according to our results, resource dependence and stewardship theories help explain the modes of engagement organizations prioritize. K E Y W O R D SSocial media, Stakeholder engagement, Nonprofit < management,