2004
DOI: 10.1023/b:busi.0000039417.15488.17
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Individual Executive Characteristics: Explaining the Divergence Between Perceptual and Financial Measures in Nonprofit Organizations

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Cited by 16 publications
(26 citation statements)
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References 61 publications
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“…This scale has 16 items (please see the Appendix) and measures whether respondents believe that business managers control their own destiny or are controlled by chance or powerful outside forces. The measure was tested and validated in previous studies with managers (e.g., Hodgkinson, 1992;Ritchie, Anthony, & Rubens, 2004;Ritchie & Sherlock, 2009), and the Cronbach's alpha of .72 found in our sample is consistent with the reliabilities reported in the past. The Locus of Strategic Control scale was the average of all 16 items with higher scores representing a more external locus of control (i.e., that managers are more controlled by powerful outside sources).…”
Section: Locus Of Strategic Controlsupporting
confidence: 81%
See 1 more Smart Citation
“…This scale has 16 items (please see the Appendix) and measures whether respondents believe that business managers control their own destiny or are controlled by chance or powerful outside forces. The measure was tested and validated in previous studies with managers (e.g., Hodgkinson, 1992;Ritchie, Anthony, & Rubens, 2004;Ritchie & Sherlock, 2009), and the Cronbach's alpha of .72 found in our sample is consistent with the reliabilities reported in the past. The Locus of Strategic Control scale was the average of all 16 items with higher scores representing a more external locus of control (i.e., that managers are more controlled by powerful outside sources).…”
Section: Locus Of Strategic Controlsupporting
confidence: 81%
“…Scale was adapted from the Strategic Locus of Control scale developed by Hodgkinson (1992) and validated in use by other studies (e.g., Ritchie et al, 2004;Ritchie & Sherlock, 2009). Scale was average of all 16 items with higher scores representing a more external locus of control (i.e., that managers are more controlled by powerful outside sources).…”
Section: Appendix Scales and Itemsmentioning
confidence: 99%
“…The first measure was coded based on data obtained from Carnegie classifications to delineate among foundations associated with larger doctoral and research universities (coded 1), master' s colleges and universities (coded 2), and bachelor's colleges (coded 3). Previous research has suggested that this measure is a proxy for industry munificence (Ritchie, Anthony, and Rubens, 2004). This measure was used as a basis for post hoc analyses because its inclusion in the cluster analyses, along with our continuous strategy measures, could produce clusters that are determined mainly by this categorical measure.…”
Section: Control Measuresmentioning
confidence: 99%
“…Indeed, one of the primary problems facing charities when assessing social impact is that different donors will assess different performance measures in a different way. In fact, CEOs and financial officers do not necessarily agree on what should be measured regarding a charity or nonprofit organizations' performance (Richie et al, 2004). Thus, it is unclear what information should be communicated internally and externally as part of social value.…”
Section: Introductionmentioning
confidence: 99%