Adaptive Capacity in Israeli Social Change Nonprofits

Strichman, Nancy; Bickel, William E.; Marshood, Fathi

doi:10.1177/0899764007304462

Cited by 22 publications

(24 citation statements)

References 45 publications

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“…Yet, despite its generally recognized importance, nonprofit organizational capacity remains difficult to specifically define and operationalize. Accordingly, measuring capacity is challenging, particularly when trying to identify indicators to know what, when, and where capacity matters the most for organizations (Light and Hubbard 2004;Stevens 2001;Strichman et al 2008).…”

Section: Literature Review Organizational Capacitymentioning

confidence: 99%

Toward More Targeted Capacity Building: Diagnosing Capacity Needs Across Organizational Life Stages

2015

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Investments to build nonprofit organizational capacity have increased rapidly in recent years as both funders and nonprofits seek ways to improve performance. Yet, while research has elucidated the variety of capacity areas organizations generally depend on, we do not yet have a clear empirical understanding of which capacity areas are important to focus on developing or how these capacity needs vary across organizations. Using a life-cycle perspective and extensive data on 71 human service organizations, we examine the relative strength of ten capacity areas at different stages of the nonprofit life-cycle. Findings contribute greater empirical grounding for research on organizational capacity development and have implications for researchers, managers, and funders interested in nonprofit capacity building.Résumé Les investissements destinés à renforcer les capacités des organisations à but non lucratif ont rapidement augmenté ces dernières années puisque les bailleurs de fonds et les organisations à but non lucratif cherchent des moyens d'améliorer les & Lewis Faulk performances. Pourtant, tandis que la recherche a élucidé la diversité des domaines liés aux capacités dont dépendent généralement les organisations, nous n'avons toujours pas de compréhension claire empirique des domaines qui sont importants pour se concentrer sur le développement ou de la façon dont ces besoins en capacités varient selon les organisations. En utilisant un point de vue du cycle de vie et de nombreuses données sur 71 organisations de services sociaux, nous examinons la force relative des 10 domaines liés aux capacités à différents stades du cycle de vie des organisations à but non lucratif. Les observations contribuent à des fondements plus empiriques pour la recherche sur le développement des capacités des organisations et ont des conséquences pour les chercheurs, les responsables et les bailleurs de fonds intéressés par le renforcement des capacités des organisations à but non lucratif.Zusammenfassung Die Investitionen für den Aufbau von Kapazitäten gemeinnütziger Organisationen sind in den letzten Jahren rapide angestiegen; denn sowohl die Geldgeber als auch die gemeinnützigen Organisationen suchen Mittel und Wege zur Leistungsverbesserung. Während in Studien die verschiedenen Kapazitätsbereiche, auf die die Organisationen im Allgemeinen angewiesen sind, erläutert wurden, haben wir noch immer kein eindeutiges empirisches Verständnis darüber, welche wichtigen Kapazitätsbereiche man insbesondere entwickeln sollte oder wie die Kapazitätsbedürfnisse für verschiedene Organisationen variieren. Unter Verwendung einer Lebenszyklusperspektive und umfassender Daten über 71 Human-Service-Organisationen untersuchen wir die relative Stärke von 10 Kapazitätsbereichen in verschiedenen Phasen des Lebenszyklus gemeinnütziger Organisationen. Die Ergebnisse stellen ein größeres empirisches Fundament für die Forschung über die Entwicklung der organisatorischen Kapazität zur Verfügung und sind für Forscher, Manager und Geldgeber, die am Kapazitätsaufb...

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Section: Literature Review Organizational Capacitymentioning

confidence: 99%

Toward More Targeted Capacity Building: Diagnosing Capacity Needs Across Organizational Life Stages

2015

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“…These include having a clearly defined mission and vision (Crutchfield & Grant, 2008;Jeavons & Cnaan, 1997); identifying stakeholders and cultivating a strong base of support (Chambré, 1997;Jawahar & McLaughlin, 2001;Nitterhouse,1997); developing sound organizational strategies, internal processes, managerial controls, and financial expertise (Chambré & Fatt, 2002;Frank, 2002;Nitterhouse, 1997;Strichman, Bickel, & Marshood, 2008); and cultivating a strong and responsive board of directors (Mathiasen, 1990;Miller-Millesen, 2003;Strichman et al, 2008;Zald, 1969). These include having a clearly defined mission and vision (Crutchfield & Grant, 2008;Jeavons & Cnaan, 1997); identifying stakeholders and cultivating a strong base of support (Chambré, 1997;Jawahar & McLaughlin, 2001;Nitterhouse,1997); developing sound organizational strategies, internal processes, managerial controls, and financial expertise (Chambré & Fatt, 2002;Frank, 2002;Nitterhouse, 1997;Strichman, Bickel, & Marshood, 2008); and cultivating a strong and responsive board of directors (Mathiasen, 1990;Miller-Millesen, 2003;Strichman et al, 2008;Zald, 1969).…”

Section: Literature Reviewmentioning

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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“…One reason that this is significant is that most normative theories of organizational change stipulate that ideas should control actions (Brescia, 2004;Strichman et al, 2008;Young, 1985). However, despite serious efforts to develop, promote, and integrate ideas on OD in policy documents, handbooks, and training seminars, the ideas seem not to have been used in Nicaraguan organizations.…”

Section: Q: Supported the Workhops? How?mentioning

confidence: 97%

“…This relationship is most of the time assumed to be in the direction that ideas control actions, that management controls the actions of other organizational members (Brescia, 2004;Strichman et al, 2008;Young, 1985). The scholarly debate on external influences and convergence among nonprofit organizations could be argued to belong to this strand of organizational theories (Dar & Cooke, 2008;Lewis, 2008;Roberts et al, 2005).…”

Section: Organizational Development As Organizational Hypocrisymentioning

confidence: 98%

“…In both these relationships, there has to be some form of consistency between ideas and actions (Brunsson, 1989(Brunsson, /2006. The notion that ideas control actions is especially common in the more normative organizational theories of a rational character (e.g., Brescia, 2004;Strichman, Bickel, & Marshood, 2008;Young, 1985). It is also congruent with the notion that management controls the actions of other organizational members.…”

Section: Organizational Hypocrisy and Convergencementioning

confidence: 99%

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Convergence in Ideas, Divergence in Actions

Larsson

2013

Administrative Theory & Praxis

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The debate on the convergence of nonprofit organizations assumes that ideas and actions are consistent in organizations, that ideas are implemented in action, and, as a consequence, that organizations are becoming more organized and alike all over the world. The validity of this assumption is challenged with the support of neo-institutional theory and illustrations from three case studies of organizational development. Applying the neoinstitutional concept of organizational hypocrisy, it is argued that ideas and actions can be deliberately inconsistent, as shown by the case studies, in which a convergence of ideas in one direction enabled a divergence of action in other directions. Thus, the onedimensional debate on whether convergence is good or bad for nonprofit organizations needs to be complemented with research incorporating the ways that ideas and actions could be related and put to use in nonprofit organizations.Ola Segnestam Larsson (ola.segnestam-larsson@esh.se) is an assistant professor at the Institute for Civil Society Studies, Department of Social Sciences, Ersta Sköndal University College. Current research projects focus on the role of mission and ideology for nonprofit organizations, nonprofit management, and leadership education in northern Europe, the relationship between board member skills and organizational mission, as well as welfare innovations at the local level in Europe.

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Adaptive Capacity in Israeli Social Change Nonprofits

Cited by 22 publications

References 45 publications

Toward More Targeted Capacity Building: Diagnosing Capacity Needs Across Organizational Life Stages

Toward More Targeted Capacity Building: Diagnosing Capacity Needs Across Organizational Life Stages

Founding New Nonprofit Organizations

Convergence in Ideas, Divergence in Actions

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