2011
DOI: 10.1007/s11266-011-9237-x
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Canadian Leapfrog: From Regulating Charitable Fundraising to Co-Regulating Good Governance

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Cited by 33 publications
(44 citation statements)
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“…Regulators should consider how best to publicly communicate regulatory quality and the comparative options, in order to continue to ensure that charity compliance costs are maintained at reasonable levels and that such regulation is in the public interest (nearer quadrant 1 of Figure 1). The charity sector also has a role, as can be seen, for example, in Canada, where it strongly influences and is involved in co-regulation (Phillips 2012), but the regulator must guard against regulatory capture (Stigler 1971). Further analyses of the benefits of charity registration and the costs of compliance with these regimes are required.…”
Section: Resultsmentioning
confidence: 99%
“…Regulators should consider how best to publicly communicate regulatory quality and the comparative options, in order to continue to ensure that charity compliance costs are maintained at reasonable levels and that such regulation is in the public interest (nearer quadrant 1 of Figure 1). The charity sector also has a role, as can be seen, for example, in Canada, where it strongly influences and is involved in co-regulation (Phillips 2012), but the regulator must guard against regulatory capture (Stigler 1971). Further analyses of the benefits of charity registration and the costs of compliance with these regimes are required.…”
Section: Resultsmentioning
confidence: 99%
“…While acknowledging the necessity to coordinate efforts with other community-based NPOs, nonprofit executives realize they need to mend their relationship with small businesses as well. The concerns expressed by those nonprofit executives in conversations with the researcher echo the literature describing the challenging environment in which many NPOs have been operating recently, both in the United States and elsewhere (Al-Tabbaa, Leach, & March, 2014;Bingham & Walters, 2012;Phillips, 2012).…”
Section: Introductionmentioning
confidence: 86%
“…Corporate partners may increase public awareness of a nonprofit's issues, provide networking opportunities, or offer financial resources (Seitanidi and Crane 2008). Financial resources are critical given the uncertainty of traditional government funding (Bingham and Walters 2012) and philanthropic sources (McAlexander and Koenig 2012), as well as increased competition among nonprofits (Phillips 2012). Drawbacks to relying on financial resources include the potential for the nonprofit to become dependent on the business (Lefroy and Tsarenko 2012), and co-option of the nonprofit by the business stemming from increased accountability measures (Baur and Schmitz 2011).…”
Section: Nonprofit-business Partnershipsmentioning
confidence: 99%