Captured by Partners: Interorganizational Relationships and Fund Allocation Stability in United Way Systems

Paarlberg, Laurie E.; Moulick, Abhisekh Ghosh

doi:10.1080/10967494.2016.1237398

Cited by 10 publications

(10 citation statements)

References 56 publications

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“…However, we focus on one measure: size. Past studies of grant making suggest the grant-making process favors larger organizations (Paarlberg & Ghosh Moulick, 2017). These organizations generally have an established record of accomplishment, greater name recognition, higher legitimacy, and greater capacity.…”

Section: Variablesmentioning

confidence: 99%

“…A growing body of research suggests that foundation grant making favors larger organizations (Delfin & Tang, 2007; Grønbjerg et al, 2000; Paarlberg & Ghosh Moulick, 2017; Rumbul, 2013). As foundations are inherently dependent upon their grantees for their own mission accomplishment, they will likely choose to fund organizations that are perceived as being highly successful (Pfeffer & Leong, 1977).…”

mentioning

confidence: 99%

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Examining the Mediating Influence of Interlocking Board Networks on Grant Making in Public Foundations

Paarlberg

Hannibal

Johnson

2020

Nonprofit and Voluntary Sector Quarterly

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Do interlocking boards provide advantage in the grants marketplace? Drawing upon board data from nine public grant-making organizations in two metropolitan areas and their grant recipients, we test the mediating and moderating relationships between interlocking boards, organizational size, and the size of the grants received. We find that organizational size is not a predictor of grant allocations independent of network characteristics. Larger organizations have larger and better-connected boards, which is associated with larger grants.

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Section: Variablesmentioning

confidence: 99%

mentioning

confidence: 99%

Examining the Mediating Influence of Interlocking Board Networks on Grant Making in Public Foundations

Paarlberg

Hannibal

Johnson

2020

Nonprofit and Voluntary Sector Quarterly

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“…Scholars have attempted to explain the dominance of elite organizations in the grantmaking process through the use of diverse conceptual frameworks, including resource dependence theory, network concepts, and institutional theory. Drawing upon resource dependence theory, some have focused on the power that accrues to grantees' from grant makers' reliance on grantees' access to outside resources (Paarlberg & Ghosh Moulick, 2016;Pfeffer & Leong, 1977).…”

Section: Determinants Of Allocations: a Two-stage Allocation Processmentioning

confidence: 99%

“…The limited research that exists on grant making suggests that foundation grant making favors the largest and most well-established organizations (Delfin & Tang, 2007;Johnson, 2016;Paarlberg & Ghosh Moulick, 2016;Rumbul, 2013). However, there is less clarity as to whether the two-step grant-making process favors the selection of "elite organizations" as grant recipients, or whether elite organizations are favored in the size of the grant allocation.…”

Section: Introductionmentioning

confidence: 99%

Testing a Two-Stage Grant Allocation Process: The Case of the United Way

Paarlberg

Moulick

Puyvelde

2017

Nonprofit and Voluntary Sector Quarterly

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Drawing upon transaction costs economics, we examine the determinants of the two-stage allocation process within the local United Way (UW) system. We use a unique multiyear data set that captures local UW allocations to nonprofit grantees at four points in time (2000, 2004, 2008, and 2010). We find that the first stage is screening, in which organizations' legitimacy, mission, and financial performance are preliminary determinants of partnership in the UW system. In the second stage, UWs incentivize existing grantees with high legitimacy to stay in the system through larger allocation share. These determinants are stable over time. However, size of these effects varies across size of UW system; this finding suggests that transaction costs influence the likelihood of using performance measures to evaluate grantees in the first stage of the allocation process.

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“…Interorganizational relations in networks differ greatly ranging from extensive top-down controls to voluntary interaction (Paarlberg and Ghosh Moulick, 2017), and deliberated under two broad approaches namely "network analytics" and "network as a form of governance" (Provan and Kenis, 2008, p. 232). The network analytics approach examines micro-level structural characteristics of networks based on the theory of social network analysis (SNA).…”

Section: Approaches To Examine Interorganizational Relations In Networkmentioning

confidence: 99%

Structure, governance and challenges of networks in the public sector: the case of the power network in Pakistan

Naveed¹,

Azhar²

2021

IJPSM

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PurposeWith governance networks as the critical emerging feature of public administration, this article examines the structure, governance and challenges of networks in the public sector. Using complexity theory, this article explains that control-based relations do not hold much relevance to govern the complex systems of networks.Design/methodology/approachCase study research design is employed taking the power network in Pakistan as the unit of analysis. Data were collected through eleven semi-structured interviews, companies' websites, government policy reports and other companies' reports. The structure of the power network was examined through the technique of social network analysis using UCINET. Thematic analysis of interviews was conducted with the help of NVivo 13 to identify the mode of governance and challenges.FindingsThe study found that five central public sector actors have a high degree centrality and betweenness centrality. Thematic analysis further revealed that these actors are controlling most of the decisions in the network in a hierarchical mode of governance. Other actors face multiple challenges including lack of autonomy, overlapping authorities, conflicting rules and complex decision processes.Research limitations/implicationsThe findings imply that instead of top-down and control-based relations, networks require self-governance mechanisms where actors independently participate and interact with other actors to generate common solutions to problems.Practical implicationsThe authorities should use network management strategies, participatory approaches and consensus-building methods to reach decisions.Originality/valueThe study explores the network structure and network governance challenges in the context of a developing country that is barely addressed in the public management literature.

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Captured by Partners: Interorganizational Relationships and Fund Allocation Stability in United Way Systems

Cited by 10 publications

References 56 publications

Examining the Mediating Influence of Interlocking Board Networks on Grant Making in Public Foundations

Examining the Mediating Influence of Interlocking Board Networks on Grant Making in Public Foundations

Testing a Two-Stage Grant Allocation Process: The Case of the United Way

Structure, governance and challenges of networks in the public sector: the case of the power network in Pakistan

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