Collaboration in foundation grantor‐grantee relationships

Fairfield, Kent D.; Wing, Kennard T.

doi:10.1002/nml.203

Cited by 36 publications

(31 citation statements)

References 37 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…However, the Food Bank of Asturias has created social capital upstream: permanent links through the construction of trust based on the mutual knowledge created by collaboration, which introduces altruistic behaviors that are more typical of a nonprofit sector, into certain companies. These data are coherent with a case study of U.S. foundations [34] and another in the Japanese health insurance sector [49], qualified by a Canadian study [27], besides a survey among charitable organizations from California [50]. "As they get to know the food bank, and its operation, the dedication of the company is greater ( .…”

Section: Organization Of Spanish Food Bankssupporting

confidence: 76%

“…These networks function on a local level-forming stable relationships among each of the food banks and both its suppliers and beneficiary entities [29], in which it plays the role of a link agent [30]-on a national level (Spanish Federation of Food Banks), or on a global level (international food bank movement). Finally, the daily food bank operation (lower right vertex) is (or should be) participative (facilitated by most of its members being volunteers), requires a high degree of management professionalization in the logistic activities [31,32], operates in situations of great uncertainty and lack of money [33,34], and must care for the management of volunteers, with specific characteristics because they are mostly older people [35].…”

Section: Theoretical Frameworkmentioning

confidence: 99%

See 1 more Smart Citation

Adapting Nonprofit Resources to New Social Demands: The Food Banks in Spain

Coque

González-Torre

2017

Sustainability

View full text Add to dashboard Cite

Food banks make up an increasing phenomenon of nonprofit organizations answering to new social needs related to the global socioeconomic crisis. In order to explore if they are suitably adapting to their environments in Spain, one of the countries most seriously affected by the crisis in South Europe, this work assumes a hybrid qualitative-quantitative structure composed of an exploratory case study based on semi-structured interviews followed by a survey addressed to all the Spanish food banks. Much of the academic literature has concerned the appropriateness of food banks as a delivery mechanism in the context of welfare state withdrawal. This paper takes this in a different direction by examining Spanish food banks from an organizational management point of view. Wary of concerns about the institutionalization of food charity, on the one hand, and recognizing the escalating daily reliance on food banks, on the other, this paper seeks to address potential technical supply problems and challenges food banks face and open debate about the organizational networks of food banks more generally. The results show nonprofit entities based on a voluntary workforce who run supply chains in order to join both social and business targets. Their situation, performance, resources, mutual relationships and the links with other entities are described, paying special attention to the changes induced by the latest contextual changes. In short, food banks are efficiently organized and well established in their territories as a coherent social movement, although they should improve in their strategic view, coordination, resources and sources of these, to satisfy more adequately their increasingly complex demands.

show abstract

Section: Organization Of Spanish Food Bankssupporting

confidence: 76%

Section: Theoretical Frameworkmentioning

confidence: 99%

Adapting Nonprofit Resources to New Social Demands: The Food Banks in Spain

Coque

González-Torre

2017

Sustainability

View full text Add to dashboard Cite

show abstract

“…The central aspect of the relationship often plays out in the relationships between program officers and the grassroots organizations seeking funding. Fairfield and Wing (2008) suggested that the funder-grantee relationship translates into a top dog-underdog relationship between a powerful giver of a gift and a grateful recipient who is never quite able to reciprocate. This establishes a status differential between the two partners that influences how the relationship plays out and may result in a disconnect in the communications between philanthropic funders and grassroots organizations in COCs.…”

Section: Review Of Literaturementioning

confidence: 98%

“…Although philanthropic foundations take a number of forms (e.g., family foundations, community foundations, healthcare conversion foundations), within each of these forms a particular funder-grantee relationship develops (Fairfield & Wing, 2008;Foundation Center, 2008). The central aspect of the relationship often plays out in the relationships between program officers and the grassroots organizations seeking funding.…”

Section: Review Of Literaturementioning

confidence: 99%

Reflecting on Grantee Evaluation Accountability to Funders: Exploring Power Dynamics with Grassroots Organizations in Communities of Color

Chaidez-Gutierrez¹,

Fischer

2013

Journal of Community Practice

View full text Add to dashboard Cite

Grassroots organizations in communities of color often struggle in their relationships with philanthropic partners, especially as it relates to the issue of accountability. This article focuses on exploring the nature of accountability within the social contract between the philanthropic sector and these grassroots organizations. Drawing on a review of the relevant literature and results of 11 structured interviews with leaders from the philanthropic sector and grassroots organizations in communities of color, key themes are identified. Recommendations are offered on how the hierarchy within the sector can be addressed and how the dialogue between these partners can be improved.

show abstract

“…Yet, as Lasker, Weiss and Miller (2001) note, "Because collaboration requires relationships, procedures, and structures that are quite different from the ways that many people and organizations have worked in the past, building effective partnerships is time consuming, resource intensive, and very difficult" (p. 180). Moreover, power differentials, resource dependencies, capacity, and trust issues among the different collaborators put these types of efforts at risk for failure (Fairfield & Wing, 2008;Gazley, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%