Netowrking modes and performance in nonprofit organizations (original) (raw)
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Nonprofit Management and Leadership
The present study examines the relationship between networking modes and performance for 138 nonprofits in Israel. In the study we draw upon the bridging and bonding concepts and social exchange theory and introduce the sharing and consulting networking modes to predict performance in terms of organizational growth in resources. It is suggested that differences in networking modes (a) reflect variations in organizational size and age and (b) affect organizational growth in resources. It is shown that: (a) the consulting networking mode is more frequent among managers of smaller and younger nonprofits; (b) sharing is characteristic of managers in older and larger nonprofits; (c) sharing has a strong effect on organizational growth and (d) the sharing and consulting modes are better predictors of organizational performance than those of bonding and bridging. The results indicate that nonprofit growth in organizational resources is possible with networking when managers aspire to highe...
Networking Modes and Performance in Israel's Nonprofit Organizations
Nonprofit Management and Leadership, 2014
The present study elaborates on the link between networking and performance in Israel's nonprofit organizations. Using social exchange theories and a sample of 138 nonprofits we show that (a) consulting networking is adopted mostly in smaller and younger organizations and (b) sharing networking is more probable among older and larger nonprofits. Engaging forms of networking, i.e., consulting and sharing, are stronger predictors of performance suggesting that when partners prefer networking modes with lower levels of engagement these partnerships are limited in scope and extent.
Public Administration Review, 2012
Public management scholars are interested in the ways that public managers can improve the performance of their organizations and, by extension, public service outcomes. However, public sector outcomes are increasingly being produced by nonprofi t organizations. Nonprofi ts have encountered increased pressures to improve eff ectiveness in recent years, both from their funding entities and from the public. A growing body of public management research has shown that managerial networking can pay dividends for organizational eff ectiveness, yet no studies to date have considered the eff ects of managerial networking on nonprofi t eff ectiveness. Th is is the fi rst study to apply the basic elements of Meier and O'Toole's model to the nonprofi t sector. Using survey data from a random sample of 314 nonprofi t human service organizations in 16 U.S. states, the authors explore the frequency of various networking relationships on organizational and advocacy eff ectiveness. Th e fi ndings reveal that political networking increases advocacy eff ectiveness and community networking increases organizational eff ectiveness.
Networks and Organizational Growth: A Study of Community Based Nonprofits
Administrative Science Quarterly
The paper examined the effects of nonprofit organizations' network ties over time on growth. Donative non-profits, which relied heavily on contributions and volunteers, grew at a faster rate if they had high status, more ties to urban elites, and greater interorganizational network centrality. In contrast, commercial nonprofits, which depended on fees and/or sales and employees, grew at faster rates if they had fewer ties to other nonprofits and local elites. Also, as nonprofits became more dependent on fees and/or sales, they moved to the periphery of the interorganizational resource exchange network. The findings contribute to the social capital literature by suggesting that networks are more beneficial to organizations that depend on donations and gifts than on earned income.
A social network analysis approach to strengthening nonprofit collaboration
Nonprofit incubators spend valuable resources for helping small nonprofits to build capacity for their survival. Alliances and collaborations with their peers also play an important role in nonprofit capacity building process. In this article, we examine factors determining how nonprofits build collaborative ties from incubators’ perspective. We collected data from nonprofits that participated in a Strengthening Communities Funds project supported by the U.S. Department of Health and Human Services in Florida. The project provided equipment, financial, and educational support to community based small nonprofits. Findings show organizations are likely to revitalize their past collaborative ties due to a high level of trust and positive reputations. However, their past friendship relationships are almost as equally important as their past collaborative ties. We recommend both nonprofit managers and incubators spend a significant effort to maintain trust via informal relationships (i.e. social capital).
Nonprofit and Voluntary Sector Quarterly, 2005
Existing research stops short of explaining why nonprofit organizations develop certain forms of collaborations instead of others. In this article, the authors combine resource dependency, institutional, and network theories to examine the factors that influence the likelihood that nonprofit organizations develop formal types of collaborative activities vis-à-vis informal types. Based on the survey data of 95 urban charitable organizations,the study has found that an organization is more likely to increase the degree of formality of its collaborative activities when it is older, has a larger budget size, receives government funding but relies on fewer government funding streams, has more board linkages with other nonprofit organizations, and is not operating in the education and research or social service industry.
2006
Much of the current debates in the social service delivery have focused on the blurring boundaries between three sectors-the nonprofit, business and public sector. Surprisingly no empirical research has been given to this phenomenon from macro and comparative perspectives. First contribution of the study to is the conceptual and methodological model to link organization and strategic management theory with network theory. The study calls this new framework as collaboration network. Second, this survey of 33 nonprofit organizations in the Allegheny County, Pittsburgh, Pennsylvania uncovers the hidden patterns of collaboration between the sectors including empirical evidence of blurring boundaries. In order to reveal the hidden IV. DESCRIPTIONS OF COLLABORATION PATTERNS WITHIN THE
The Changing Role of Nonprofits in the Network Economy
Nonprofit and Voluntary Sector Quarterly, 2003
The new network economy presents fresh challenges to nonprofit organizations. Some of the relative advantages nonprofits now enjoy, compared to business and government, in providing services characterized by information asymmetry and public goods characteristics are likely to be eroded by changes in information technology. At the same time, the network economy also offers nonprofits special opportunities, including a role as trusted intermediaries to help people cope with a deluge of complex information. This article applies economic theory to derive expectations of the changing role of nonprofits in the information age and considers how nonprofits can respond effectively to the new circumstances.
Partnerships and Perceived Organizational Effectiveness of Nonprofit Organizations.
In recent years, interorganizational collaboration has become a prominent aspect of organizational functioning for many different types of organizations. Central Florida nonprofit organizations are catching on to this trend as they find increasing value in the empowerment of partnership. This study aims to contribute to the advancement of the current literature by investigating factors affecting nonprofit collaboration. The study demonstrates that nonprofits tend to collaborate when management perceive that collaboration is needed to accomplish the mission of the organization.
Models of collaboration between nonprofit organizations
Purpose -Third sector organizations regularly innovate through collaboration with other organizations in order to secure resources and to increase the potential to more effectively meet each collaborator's mission. Following a review of relevant literature, the purpose of this paper is to explore and document the variety of ways that third sector organizations collaborate with other nonprofit organizations. Design/methodology/approach -The paper reviews the literature regarding motivations to collaborate, barriers to collaboration, and ways to ensure that collaboration is successful. Drawing on exemplary cases of collaboration that applied for a national (USA) prize, the paper describes the range of collaborations that third sector organizations used to enhance their performance and productivity. Findings -The analysis culminates in eight models: the fully integrated merger, partially integrated merger, joint program office, joint partnership with affiliated programming, joint partnership for issue advocacy, joint partnership with a new formal organization, joint administrative operations, and confederation. Research limitations/implications -All cases are drawn from one country in one part of the world, the USA; some models will have less veracity in other countries or contexts, and the nonprofit sectors of other countries will likely generate additional kinds of models not anticipated by the USA cases. Second, the eight models generated by the method are the result of debate, deliberation, and iterative process carried out by two coders. Other coders employing the same analytic process might generate more or fewer models. Practical implications -Once nonprofit boards, staff, and other advocates understand the potential that can come with collaboration, blurring boundaries and giving up autonomy might not seem so intimidating. The practical value of our work is in reporting the wide array of options available to nonprofits -models that staff and board can use to plot their way forward. Social implications -The value of our work to research is identification of the assortment of ways that nonprofits collaborate. Future research may consider how any of the issues discussed in the literature -trust, co-opetition, resource dependence, network connectedness -vary or are conditioned by differences across these models of collaboration. Originality/value -The paper documents collaboration as a viable strategy for the enhancement of performance and productivity among third sector organizations in the USA. For each model described, the paper discusses the circumstances in which they might be used, as well as the challenges and advantages associated with implementation.