Beyond the Liability of Newness: Nonprofit Organizations in an Emerging Policy Domain

Chambré, Susan M.; Fatt, Naomi

doi:10.1177/0899764002238098

Cited by 60 publications

(43 citation statements)

References 43 publications

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“…Among these are Staber (1993), Barron et al (1994), Cazzuffi and Moradi (2012), Arandoa et al (2012), Pérotin (2006), Rousselière and Joly (2011), Nuñez-Nickel and Moyano-Fuentes (2004) (for cooperatives), Chambré and Fatt (2002), Fernandez (2008), Hager et al (2004), Wollebaek (2009), Hung andOng (2012), and Chih-Hui (2014) (for associations and the non-profit sector). Given the great body of research on the topic, we cannot address each in detail (see a synthesis of the works by Helmig et al (2014)).…”

Section: Previous Work On the Survival Of Organizational Forms Of Socmentioning

confidence: 99%

Do Hybrid Organizational Forms of the Social Economy have a Greater Chance of Surviving? An Examination of the Case of Montreal

Bouchard

Rousselière

2015

Voluntas

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The objective of this article is to contribute to an understanding of the evolution of a population of social economy enterprises faced with the economic crisis, namely by referring to the case of Montreal. We apply a two-step approach. For one, we use an innovative discrete-time survival model that takes spatial heterogeneity into account. In a second step, this model is used to predict the survival of different forms of the social economy, according to various proposed typologies for identifying hybrid organizational forms. It is understood that certain organizational forms (professional social economy) have fared better than others (emerging social economy). Organizations combining several sources of financing and several forms of paid or volunteer work likewise have greater chances of survival.

L’objectif de cet article est de contribuer à une compréhension de l’évolution d’une population d’entreprises d’économie sociale confrontée à la crise économique, en nous appuyant sur l’exemple de Montréal. Nous mobilisons une approche en deux étapes. Nous utilisons un modèle novateur de survie en temps discret tenant compte de l’hétérogénéité spatiale. Ce modèle est ensuite utilisé pour prédire la survie de différentes formes d’économie sociale, suivant différentes typologies proposées identifiant des formes organisationnelles hybrides. On constate que certaines formes organisationnelles (économie sociale professionnelle) ont mieux survécu que d’autres (économie sociale émergente). De même, les organisations combinant plusieurs sources de financement et plusieurs formes de travail salarié ou bénévole ont eu plus de chances de survivre.

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Section: Previous Work On the Survival Of Organizational Forms Of Socmentioning

confidence: 99%

Do Hybrid Organizational Forms of the Social Economy have a Greater Chance of Surviving? An Examination of the Case of Montreal

Bouchard

Rousselière

2015

Voluntas

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International audience

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“…It has been suggested that small organisations may face an uphill battle because they find it more difficult to secure funding (Chambré & Fatt, 2002), cannot leverage economies of scale, and do not have strong, established networks (Hager et al, 1996). Although empirical studies on non-profit survival have not been able to distinguish between these various explanations for the liability of smallness, they have provided strong support for the existence of this phenomenon (Bielefeld, 1994;Hager, 1999;Twombly, 2003).…”

Section: Literature and Backgroundmentioning

confidence: 99%

Receive Grants or Perish? The Survival Prospects of Ugandan Non-Governmental Organisations

Burger

Owens

2013

Journal of Development Studies

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“…The majority of new organizations were a different type of entity, temporary organizations. They fall in between emergent groups created for very short-term purposes and new organizations created in response to new but enduring community problems, such as the well-chronicled emergence of AIDS/HIV organizations (Chambré, 1995(Chambré, , 1997Chambré & Fatt, 2002). The short-term nature of temporary organizations accounts for features that resemble both emergent and formal organizations.…”

Section: A Temporary Population Of Organizationsmentioning

confidence: 99%

Stand by Me

Campbell

2009

The American Review of Public Administration

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Over 250 new nonprofit organizations were founded in the immediate aftermath of the 9/11 attacks. This study explores the characteristics of those organizations, the role they played and founders' motivations. The creation of new organizations is compared to the Disaster Resource Center's typology of organized responses to disaster. The study finds that classification of the organized response to recovery efforts following 9/11 requires a different typology and identifies two elements: derivative and unaffiliated organizations. Most of the new 9/11 organizations were temporary and defined long-term recovery as one to two years; those that endured five years had close institutional or experiential ties to victims' families. New organizations created in response to disaster have a shorter lifespan than other populations of new organizations. The study indicates that the setting of a disaster and how its victims are defined affect the kinds of organizations people create, their role and endurance. F ew challenges reflect the complex nature of contemporary governance better than disaster response. Federal, state, and local government all play roles in managing disaster as do nonprofit organizations. Sorting out those roles and establishing effective disaster management standards has been a central public administration concern in recent years, particularly following 9/11 and Hurricane Katrina in the United States. From that perspective, the question these debates have raised is a fundamental one: How can public administrators prepare for and manage disaster effectively? There has been very helpful recent work that addresses that question (Donohue

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Beyond the Liability of Newness: Nonprofit Organizations in an Emerging Policy Domain

Cited by 60 publications

References 43 publications

Do Hybrid Organizational Forms of the Social Economy have a Greater Chance of Surviving? An Examination of the Case of Montreal

Do Hybrid Organizational Forms of the Social Economy have a Greater Chance of Surviving? An Examination of the Case of Montreal

Receive Grants or Perish? The Survival Prospects of Ugandan Non-Governmental Organisations

Stand by Me

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