Organizational Response to Changing Demands: Predicting Behavior in Donor Networks

AbouAssi, Khaldoun; Tschirhart, Mary

doi:10.1111/puar.12786

Cited by 16 publications

(15 citation statements)

References 43 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…We also note that the organizations in this study are relatively small and young; the field is marked by competition for funding and credit that discourages partnerships (AbouAssi & Jo, 2015; Haddad, 2017) but also by close ties to donors and among NPO leaderships that encourage the formation of cliques or clusters based on shared norms, values, and practices (AbouAssi & Tschirhart, 2018; Koch et al, 2009; Qian et al, 2020). We might then expect that in fields of larger, more mature organizations and in specific service categories where collaboration is more the norm, such as relief and emergency, partnership fields could be more heavily influenced by other dynamics and we might see less variance in partnerships.…”

Section: Discussionmentioning

confidence: 99%

“…The developing country context may find greater use of the personal social capital for managing conflicts and competition, due to the unstable institutional context and the elevated importance of personal and informal relationships (Herrold, 2018). Indeed, scholars (AbouAssi & Tschirhart, 2018; Koch et al, 2009; McCarthy, 2004) highlight the impact of donor ties on the formation of coherent social structures. Donor funding and personal relations lead to sharing standard management practices and lexicons that are then translated into inter-organizational relations between donors’ affiliates; organizations then will partner with their partners’ partners.…”

Section: Partnerships Definedmentioning

confidence: 99%

See 1 more Smart Citation

Snuggling Together or Exploring Options? A Multilevel Analysis of Nonprofit Partnership Formation and Evolution in an Unstable Institutional Context

AbouAssi

Wang

Huang

2020

Nonprofit and Voluntary Sector Quarterly

Self Cite

View full text Add to dashboard Cite

What predicts the formation and evolution of partnerships in unstable institutional contexts? We answer this question by examining the partnership field of environmental nonprofit organizations based in Lebanon. Employing descriptive and inferential network methods, we find organizational attributes such as scope, operations, and age to be significant predictors of partnership formation. In particular, organizations working in the same issue areas are more likely to partner with each other; age and scope complementarity also drives the partnership formation over time. Furthermore, the results reveal that organizations are more likely to form partnerships with their partners’ partners, and consequently stable clusters or subgroups emerge over time. These findings are suggestive but are the first to provide a multilevel analysis of nonprofit partnership formation and evolution.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Partnerships Definedmentioning

confidence: 99%

Snuggling Together or Exploring Options? A Multilevel Analysis of Nonprofit Partnership Formation and Evolution in an Unstable Institutional Context

AbouAssi

Wang

Huang

2020

Nonprofit and Voluntary Sector Quarterly

Self Cite

View full text Add to dashboard Cite

show abstract

“…Non-profit social network managers are constantly encouraged to invest to understand the dynamics in networks and their donors in order to provide useful knowledge to the strategy they should adopt (AbouAssi & Tschirhart, 2018 ). To achieve impact on social performance, these social networks should have partnerships with governmental organizations and profit organizations (Choi et al, 2018 ).…”

Section: Literature Reviewmentioning

confidence: 99%

Social networks in the non-profit sector: Social support practices

Oliveira

Borges³

et al. 2021

Int Rev Public Nonprofit Mark

View full text Add to dashboard Cite

This paper aims to analyze the adequacy of social support practices in the non-profit sector by users and representatives which are part of “Conselho Local de Ação Social (CLAS)” a non-profit organization located in the north of Portugal and focused on the prevention of social exclusion and poverty. A mixed methodological approach was used. A questionnaire was applied to social beneficiaries. To complement the results, interviews with the entities that constitute the executive board of CLAS were conducted. It was possible to perceive the discrepancies on the social support provided and measure the assessment given by the entity responsible for the social network. Consequently, we could conclude that the beneficiaries of the social response under research perceive a low level of social support received, as opposed to the institutions that perceive a high level of social support provided. This difference in support perception is reflected in all the dimensions analyzed. This research supports executors and decision makers responsible for the implementation of local social support policies on the alignment of beneficiaries’ expectations as well as contribute on the operation improvement of social networks. As for contributions to the practice, some practical suggestions are advised to social network operators, such as the need for more active listening with feedback for beneficiaries, as well as a set of other measures to be implemented regularly in the medium and long term. Regarding contribution to the theory, it is important to mention that the present research is innovative and original as it contributes to clarify and expand the existing literature on social networks in the tertiary sector, based on the analysis of 5 different dimensions of social support. Furthermore, the authors intend to support the welfare of users of the social network under research by increasing the performance of the social network under analysis.

show abstract

“…Nonprofits can have considerable control regarding the kinds of external support that they seek out as well as the level of control over the scope and parameters of contracts with public entities (Gazley & Brudney, 2007). Nonprofit organizations can reject public funding likely to slow them down (AbouAssi & Tschirhart, 2017), and nonprofit managers are often wary of bureaucracy. This can determine whether nonprofits formalize relationships with the government (Gazley, 2008).…”

Section: Efficiencymentioning

confidence: 99%

Exploring the link between government funding and efficiency in nonprofit colleges

Coupet

2018

Nonprofit Mgmnt & Ldrshp

View full text Add to dashboard Cite

Previous literature has suggested that federal funding can hinder the efficiency of nonprofit organizations, but this has yet not been empirically tested. This study used a two‐stage data envelopment analysis (DEA) model to measure the efficiency of a set of private nonprofit teaching‐oriented colleges, then estimate the impact of federal and state funding on organizational efficiency. The findings indicate that, on average, increases in neither state nor federal funding effect efficiency of nonprofit colleges. Increasing state funding negatively impacted the efficiency of public colleges (N = 799). This study suggests that the challenges for nonprofits that accompany government funding may not rise to a quantifiable negative effect on efficiency.

show abstract

Organizational Response to Changing Demands: Predicting Behavior in Donor Networks

Cited by 16 publications

References 43 publications

Snuggling Together or Exploring Options? A Multilevel Analysis of Nonprofit Partnership Formation and Evolution in an Unstable Institutional Context

Snuggling Together or Exploring Options? A Multilevel Analysis of Nonprofit Partnership Formation and Evolution in an Unstable Institutional Context

Social networks in the non-profit sector: Social support practices

Exploring the link between government funding and efficiency in nonprofit colleges

Contact Info

Product

Resources

About