Accountability, Ethics, Evaluation, and Governance in Nonprofit Management Education: Trends and Treatment

Bies, Angela; Blackwood, Amy

doi:10.1080/15236803.2007.12001496

Cited by 10 publications

(4 citation statements)

References 27 publications

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“…One, student interest in nonprofit management as a dedicated track had grown sharply. This is consistent with literature on the growth of nonprofit education at the graduate level (Bies and Blackwood 2008;Mirabella 2007;Wimberly and Rubens 2002). Two, the nonprofit sector in the area surrounding the university is a thriving one that continues to grow consistent with the National Center for Charitable Statistics indicators reported by the Urban Institute (2015).…”

Section: Setting the Stagessupporting

confidence: 85%

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Nonprofit Management Education in MPA Programs: Lessons for Successful Track Building

Gerlach

2016

Journal of Political Science Education

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Section: Setting the Stagessupporting

confidence: 85%

“…Bies and Blackwood (2008) indicate that graduate-level programs in nonprofit management are making concerted efforts to keep up with the demands of the sector. Around the same time, Mirabella (2007) reported a sharp increase in nonprofit management programs since the 1990s.…”

Section: Nonprofit Graduate Educationmentioning

confidence: 97%

Nonprofit Management Education in MPA Programs: Lessons for Successful Track Building

Gerlach

2016

Journal of Political Science Education

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“…Although many nonprofit organizations are small and run mostly by volunteers, similar to the organizations in this study, nonprofit management education has become more professionalized in recent years (Tschirhart, Reed, & Freeman, 2009). Greater numbers of universities and colleges are now offering undergraduate and graduate degrees in nonprofit management and philanthropic studies (Bies & Brimer Blackwood, 2007; Mirabella, 2007). The courses focus on developing internal management skills, such as human resources management and financial management, as well as external development skills, like fundraising, advocacy, and marketing (Mirabella, 2007).…”

Section: Discussionmentioning

confidence: 99%

Founding New Nonprofit Organizations

Carman

Nesbit

2012

Nonprofit and Voluntary Sector Quarterly

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In this study, the authors explore how the dynamics associated with the founding of new nonprofit organizations, the characteristics of the founders, and the developmental life cycles of nonprofit organizations contribute to the seemingly fragmented landscape of the nonprofit sector. Based on data collected from interviews with 31 nonprofit organizations, we find that new nonprofits are being created by passionate, entrepreneurial individuals who hope to make a difference in the community. Although these organizations are typically small, with few staff members and small budgets, the extent to which they rely on volunteers and are connected to the broader community varies considerably. Moreover, many founders had little experience volunteering or working in the sector. The findings from this study have important implications for the professional development of nonprofit staff, leaders, and volunteers, and they shed new light on how we think about and describe the founders of nonprofit organizations. Keywordsfounder's syndrome, new nonprofit organizations, market failure, contract failure, government failureThe purpose of this study is to explore the dynamics associated with the founding of new nonprofit organizations. Using data gathered from interviews with the founders of new nonprofit organizations, we explore why the founders created a new nonprofit organization-especially during a time when foundations, governments, and citizens Research Note

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“…En el transcurso de las últimas dos décadas, la literatura sobre educación en administración pública está dando más atención a programas de EGONG y sus contenidos curriculares (Burlingame 2009;Mirabella y Young 2012;O'Neill 2005;Wish y Mirabella 1998). Así, si bien hay un incremento en los enfoques de la literatura comparativa que investiga EGONG (Donmoyer y otros 2012;Jackson 2009;Mirabella 2007;Mirabella y otros 2007;Schmitz, Raggo y Bruno-van Vijfeijken 2011), esta todavía está enfocada en el contexto de los Estados Unidos y en el crecimiento de los programas de EGONG (O'Neill 2005) a base de las expectativas profesionales en organizaciones sin ánimo de lucro (Bies y Blackwood 2007;O'Neill 2005). Programas de este tipo cada vez son relevantes debido a las mayores exigencias de profesionalizar el trabajo en el tercer sector.…”

Section: Revisión De Literaturaunclassified

Autoformación de las ONG en transparencia y rendición de cuentas en Ecuador

Appe

2018

Estudios de la Gestión

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ResumenEl artículo se enfoca en la inexistencia de programas de EGONG en asuntos relacionados con la transparencia y la rendición de cuentas en el caso de Ecuador, y cómo la demanda existente está siendo abordada por las propias organizaciones pero no está siendo visualizada por el sector universitario. Se identifican tres hallazgos principales: en primer lugar, la generación de alianzas fue clave para hacer frente a la oferta limitada de programas formales de EGONG; el potencial de réplica de los conocimientos fue uno de los objetivos de los procesos estudiados; y la evaluación de los procesos de los programas fue fundamental para dinamizar nuevos programas. Palabras clave: Programas educativos, gestión, ONG, transparencia y rendición de cuentas, Ecuador. JEL: L31 Instituciones sin fines de lucro, organismos no gubernamentales (ONG); M14 Ccultura corporativa; responsabilidad social corporativa. AbstractThe article focuses on the lack of EGONG programs in matters related to transparency and accountability in the case of Ecuador, and how the existing demand is being addressed by the organizations themselves but it is not being visualized by the university sector. Three principal discoveries are identified: first of all, generating alliances was essential to addressing the limited supply of formal EGONG programs; the potential for the replication of knowledge was one of the objectives on the studied process, and the evaluation of the processes of the programs was fundamental to energize new programs. ResumoO artigo se foca na inexistência de programas EGONG em assuntos relacionados à transparência e à prestação de contas no Equador, focando-se também na forma como a demanda existente está sendo abordada pelas próprias organizações, mas não está sendo visualizada pelo setor universitário. Foram identificadas três principais descobertas: em primeiro lugar, a geração de alianças foi essencial para enfrentar a oferta limitada de programas formais de EGONG. Além disso, o potencial de réplica dos conhecimentos foi um dos objetivos dos processos estudados, e a avaliação dos processos dos programas foi fundamental para dinamizar novos programas. Palavras-chave: Programas educativos, gestão, ONG, transparência e prestação de contas, Equador. JEL: L31 Instituições sem fins lucrativos, organizações não-governamentais (ONGs); M14 A cultura corporativa; responsabilidade social corporativa.

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Accountability, Ethics, Evaluation, and Governance in Nonprofit Management Education: Trends and Treatment

Cited by 10 publications

References 27 publications

Nonprofit Management Education in MPA Programs: Lessons for Successful Track Building

Nonprofit Management Education in MPA Programs: Lessons for Successful Track Building

Founding New Nonprofit Organizations

Autoformación de las ONG en transparencia y rendición de cuentas en Ecuador

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