A non‐profit accountability framework

Candler, Gaylord George; Dumont, Georgette

doi:10.1111/j.1754-7121.2010.00126.x

Cited by 58 publications

(55 citation statements)

References 69 publications

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“…NPOs will have fewer issues with not being able to appropriate a partnership's benefits accruing to society. The legal mandate of government agencies is to pursue multiple social welfare objectives besides the economic dimension (La Porta et al, ), while NGOs’ legal accountability is inherent in the nature of their organizations and the causes and people they serve (Candler and Dumont, ), including clients, experts, staff, donors, regulators, members, the general public and the media (Brown and Moore, ).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

From Animosity to Affinity: The Interplay of Competing Logics and Interdependence in Cross‐Sector Partnerships

Ashraf

Ahmadsimab²,

Pinkse

2017

J Management Studies

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Drawing on and extending institutional logics and resource dependence theories, this paper posits that for cross-sector partnerships to survive, organizations need to share compatible institutional logics, but depend less on each other's resources. Asymmetrical crosssector partnerships may lead to a breakup if organizations are forced to operate under incompatible institutional logics. The findings of this study show that the challenges posed by incompatible logics of partners could be mitigated by the degree of resource interdependence between organizations. Capturing the effects of context and transactions on the actors' strategic behaviour, the findings, based on a dataset of project-level partnership ties between 1312 organizations in the carbon-offset market, support these hypotheses. The paper concludes by discussing implications of organizations' responses to keep acting under or reinterpreting existing institutional logics in asymmetrical cross-sector relationships.Address for reprints: Jonatan Pinkse, Alliance Manchester Business School, University of Manchester, Booth Street West, Manchester M15 6PB, UK (jonatan.pinkse@manchester.ac.uk).

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Section: Theory and Hypothesesmentioning

confidence: 99%

From Animosity to Affinity: The Interplay of Competing Logics and Interdependence in Cross‐Sector Partnerships

Ashraf

Ahmadsimab²,

Pinkse

2017

J Management Studies

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“…Based on the literature review, the model in the figure that could be used to measure brand orientation, antecedents, and performance outcomes in the nonprofit organizations is proposed (Hankinson, 2001a;Napoli, 2006;Candler & Dumont, 2010).…”

Section: Proposed Brand Orientation Modelmentioning

confidence: 99%

A Proposed Model of Antecedents and Outcomes of Brand Orientation for Nonprofit Sector

Apaydin¹

2011

ASS

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Most literature focuses on the branding in the profit sector, while few efforts have been spent on studies in the nonprofit sector which has been in the rise in the last decades and constitutes a remarkable percentage of the economy in many developed countries. Nonprofit organizations are in essence a kind of an indicator of how developed a country is, so it might be accepted that in underdeveloped countries and developing countries they are not well established yet, so analyzing the well established nonprofit organizations will also usher the ones which are at still birth age. An issue which should be analyzed about nonprofit organizations is the application of a significant marketing concept of brand orientation. The proposed research aims to highlight the importance of branding and brand orientation for nonprofit organizations and to bring to surface the antecedents and the outcomes of being brand oriented in nonprofit sector. A comprehensive literature review was done and a conceptual model is proposed in this literature review.

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“…As Marwell (2004) notes, these roles tend to build on each other, and advocacy activities leverage their community service and community development. For their part governments, while often discussed in 'omnibus' terms (Candler and Dumont 2010), engage with the non-profit sector in multiple roles, such as taxation (tax concession) functions, regulatory functions or contracting functions (Kearns 1994). Deploying the notion of roles helps us to understand that NPO/government relationships can be both cooperative and adversarial at the same time due to the multifaceted nature of both government and NPOs, and the differing roles that they play.…”

Section: The Third Sector In the Australian Contextmentioning

confidence: 97%

Modelling NPO–Government Relations: Australian case studies

Furneaux

Ryan

2014

Public Management Review

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Non-profit organizations (NPOs) are major providers of services in many fields of endeavour, and often receive financial support from government. This article investigates different forms of government/nonprofit funding relationships, with the viewpoint being mainly, though not exclusively, from the perspective of the non-profit agencies. While there are a number of existing typologies of government/NPO relations, these are dated and in need of further empirical analysis and testing. The article advances an empirically derived extension to current models of government/NPO relations. A future research agenda is outlined based on the constructs that underpin typologies, rather than discrete categorization of relationships.

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A non‐profit accountability framework

Cited by 58 publications

References 69 publications

From Animosity to Affinity: The Interplay of Competing Logics and Interdependence in Cross‐Sector Partnerships

From Animosity to Affinity: The Interplay of Competing Logics and Interdependence in Cross‐Sector Partnerships

A Proposed Model of Antecedents and Outcomes of Brand Orientation for Nonprofit Sector

Modelling NPO–Government Relations: Australian case studies

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