Taking Your Eyes Off the Objective: The Relationship Between Income Sources and Satisfaction with Achieving Objectives in the UK Third Sector

Evidências de irregularidades em OSCIPS: uma análise dos exames de auditoria realizados pelo Tribunal de Contas da União

“…Clifford et al (2013) afirmam que o setor público continua a ser a maior fonte única de financiamento de tais entidades em países desenvolvidos. Com isso, as organizações do terceiro setor passam a ter exigências práticas na adoção dos requisitos já operacionalizados pelo setor público (Thompson & Williams, 2014). Esse contato com a área pública fornece às entidades legitimidade e segurança para com as suas ações (Garrow, 2010).…”

“…O terceiro setor tem sua importância na medida em que fornece uma variedade de bens e serviços diferenciados, atende as necessidades de grupos específicos e proporciona maior compreensão das suas peculiaridades (Thompson & Williams, 2014). Devido às características distintas dos seus produtos, tais entidades têm uma vantagem competitiva sobre os setores público e privado na entrega desses bens e serviços (Wainwright, 2002), o que pode reduzir pressões sobre o setor público em momentos de dificuldade financeira (Dart, 2004).…”

Nonprofit organizations in between the nonprofit and market spheres: Shifting goals, governance and management?

“…This can be observed through the presence of subtle exclusion mechanisms vis-à-vis participatory workers in work integration social enterprises (Hustinx & De Waele, 2015), a shift from tailored to a one size fits all service provision (Gallet, 2016), and decreased accessibility to nonprofit services due to increased attention for those who can pay instead of for those who are in need (Khieng & Dahles, 2015). -Increased competition from for-profit providers as a learning opportunity for operational improvement (Froelich, 2012) -Resistance mechanisms, such as, unionization (Baines, 2010;Baines, Charlesworth, Turner, et al, 2014) -Social redefinition of business-like discourse (Sanders & McClellan, 2014) Commercialization (development of commercial activities) -Risk of mission drift, that is, risk of financial goals overriding social goals (Khieng & Dahles, 2015) -Decrease in accessibility to organizational activities ("shift from those who need to those who are able to pay") (Khieng & Dahles, 2015;Salamon, 1993) -Negative relationship between commercial revenue and goal fulfillment (Thompson & Williams, 2014) -Increased transparency vis-à-vis staff & beneficiaries (Khieng & Dahles, 2015) -Crowding out of professionally nonactive volunteers (Enjolras, 2002b) -Crowding out of private donations (mitigated by mission consistency & entrepreneurial competency) (Smith, Cronley, & Barr, 2012) -No crowding out of voluntary and public resources (Enjolras, 2002a) -Inverse relationship between commercial revenue and donative income (Guo, 2006;Salamon, 1993;Young, 1998) -Limited relationship between donative-and commercial revenue (Kerlin & Pollak, 2011;…”

The potential of trading activity income to fund Third Sector organisations operating in deprived areas

“…Where forced to move to a more business-orientated private sector based approach, this may result in a loss of focus on or achievement of social objectives (Bull and Crompton, 2006;Kong, 2010;Thompson and Williams, 2014), which could reduce support for the Third Sector (Milligan and Fyfe, 2005). A counter argument is supplied by, Apinunmahakul et al's (2009) and Sokolowski's (2013) findings that government expenditures can crowd out private citizen's donations or cause a flight from certain activities, implying that removing this support may make community initiatives more self-sustaining.…”