Political Advocacy By Nonprofit Organizations

LeRoux, Kelly; Goerdel, Holly T.

doi:10.2753/pmr1530-9576320402

Cited by 107 publications

(69 citation statements)

References 24 publications

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“…At the same time, competition often forces nonprofit leaders to make strategic choices about how to invest their networking time. LeRoux and Goerdel (), for example, find that nonprofits operating in highly competitive environments spend less time on advocacy because they shift their focus toward improving service delivery. In this case, nonprofit leaders may spend more of their networking time with nonprofit associations, accrediting bodies, or possibly leaders of organizations providing similar services in order to compare metrics of performance and methods of service delivery.…”

Section: Networking For Nonprofit Effectivenessmentioning

confidence: 99%

“…How well the organization operates, or organizational effectiveness, is important for the quality, reputation, and sustainability of programs and services (Herman and Renz ). Advocacy effectiveness is important for ensuring that client needs and interests are represented in the public decision‐making arena and for bringing about greater public awareness of the organization's cause (LeRoux and Goerdel ).…”

Section: Nonprofit Effectivenessmentioning

confidence: 99%

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Managerial Networking in Nonprofit Organizations: The Impact of Networking on Organizational and Advocacy Effectiveness

Johansen

LeRoux

2012

Public Administration Review

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Public management scholars are interested in the ways that public managers can improve the performance of their organizations and, by extension, public service outcomes. However, public sector outcomes are increasingly being produced by nonprofi t organizations. Nonprofi ts have encountered increased pressures to improve eff ectiveness in recent years, both from their funding entities and from the public. A growing body of public management research has shown that managerial networking can pay dividends for organizational eff ectiveness, yet no studies to date have considered the eff ects of managerial networking on nonprofi t eff ectiveness. Th is is the fi rst study to apply the basic elements of Meier and O'Toole's model to the nonprofi t sector. Using survey data from a random sample of 314 nonprofi t human service organizations in 16 U.S. states, the authors explore the frequency of various networking relationships on organizational and advocacy eff ectiveness. Th e fi ndings reveal that political networking increases advocacy eff ectiveness and community networking increases organizational eff ectiveness.T he underlying motivation of public management research is to explore the ways in which managers can improve public sector outcomes. However, public sector outcomes are increasingly being produced by nonprofi t organizations. Th e rise of third-party government "makes federal agencies increasingly dependent on a host of third party institutions to carry out their public missions" (Salamon 1995, 6). Given their substantial role in the provision of public services, surprisingly little attention has been paid to the management of nonprofi t organizations by public management scholars.Th e study of nonprofi t managers by public management scholars is essential to understanding the management-performance relationship because nonprofi t organizations are similar to and diff erent from public organizations (Brooks 2002;Chen 2012;Desai and Snavely 2012; Lee and Wilkins 2012;Murray 2010). Does our understanding of the management-performance relationship change when we focus on the nonprofi t sector? Do our public management models apply equally and, if not, how do they diff er? Th is article uses the tenets of Meier and O'Toole's public management model to explore the management-performance relationship in nonprofi t organizations by focusing specifi cally on the impact of nonprofi t managerial networking on nonprofi t eff ectiveness.

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Section: Networking For Nonprofit Effectivenessmentioning

confidence: 99%

Section: Nonprofit Effectivenessmentioning

confidence: 99%

Managerial Networking in Nonprofit Organizations: The Impact of Networking on Organizational and Advocacy Effectiveness

Johansen

LeRoux

2012

Public Administration Review

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“…Professionalization as a determinant of advocacy has also had mixed results. Nicholson-Crotty (2007) finds a relationship between professionalization and an intent to engage in advocacy, while Leroux and Goerdel (2009) find no relationship. Regardless of expected relationship with advocacy, additional leadership characteristics were obtained through responses to the survey, including the leader's tenure in their position, whether or not their position was a paid position (also a dummy variable, where paid ¼ 1 and volunteer ¼ 0), along with their educational attainment (measured on a seven point scale from "less than a high school graduate" to "graduate or professional degree (MBA, MPA, PhD)".…”

Section: Independent Variablesmentioning

confidence: 99%

Advocacy in Nonprofit Organizations: A Leadership Perspective

Mason

2015

Nonprofit Policy Forum

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The influence of nonprofit leaders in organizational advocacy strategies and outcomes has not been fully explored in the literature, despite the recognition that political or policy entrepreneurs are crucial to the American policy process. These leaders are placed squarely in the political arena with other political elites, including elected officials, and this study uses a common agency framework to describe the ways in which leaders should be expected to leverage their own personal preferences in guiding their organization's behavior. Using data from a unique survey of nonprofit leaders in California, I measure the ways that a leader's personal values and characteristics -specifically their political ideology on a left-right spectrum -have an effect on the organization's advocacy efforts. Results indicate that political ideology is related to whether or not a leader identifies their group as one that engages in political or policy issues, and what types of tactics they use.

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“…The fundamentals of, and clarifications regarding, the Internal Revenue Service's guidelines and resulting issues have been discussed effectively elsewhere (Berry 2003;Kingsley, Harmon, Pomeranz, and Guinane 2000;Suárez and Hwang 2008;Vernick 1999), but to summarize, ambiguity regarding the nature of lobbying and the law often result in many nonprofit members refraining from lobbying rather than risk violating the Internal Revenue Code (Berry 2003). Indeed, even when referring to the more general concept of nonprofit advocacy, LeRoux and Goerdel (2009) note that leaders in nonprofit organizations are worried about losing funding if they pursue advocacy to a greater extent.…”

Section: Two Crises Of Nonprofit Lobbyingmentioning

confidence: 99%

Lobbying in the Virtual World: Perceptions in the Nonprofit Sector

Miller‐Stevens

Gable

2013

Nonprofit Policy Forum

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Electronic lobbying efforts have become an essential, yet profoundly underutilized strategy of nonprofit organizations to advance the representation of the underserved in policymaking. Through a survey and interviews of leaders and staff members in state nonprofit associations that are members of the National Council of Nonprofits, this study examines the use and perceived effectiveness of nonprofit electronic lobbying activities and the communication channels employed for this purpose, in addition to exploring social crises and technological barriers potentially limiting nonprofit adoption of these activities. The study concludes that state nonprofit associations actively utilize email as an electronic lobbying activity to reach policymakers, but the activity is rarely employed to disseminate information to the general public. Social media methods such as blogging and social networking sites are used less frequently, but they are often perceived as being highly effective as a grassroots lobbying activity.Keywords: advocacy, electronic lobbying, lobbying, public policy *Corresponding author: Katrina Miller-Stevens, Old Dominion University, Norfolk, VA 23529, USA, E-mail: klmiller@odu.edu Matthew J. Gable, Old Dominion University, Norfolk, VA 23529, USA, E-mail: matthewgable@gmail.com How do nonprofit organizations lobby -or try to affect legislation -through activities on the Internet? Electronic lobbying efforts have become an essential, yet profoundly underutilized, strategy of nonprofit organizations to advance the representation of the underserved in policymaking. Of concern are the many nonprofit organizations that are unsure of information technology's role in lobbying and the extent to which this tool can be used without jeopardizing an organization's tax-exempt status. Nonprofit lobbying, on the Internet or otherwise, is an activity that has been stifled through various social conditions. This study addresses these social conditions while exploring how often electronic lobbying is used, as well as how effective it is perceived to be, by nonprofit associations. In this pursuit, this study examines a nationwide sample of state

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Political Advocacy By Nonprofit Organizations

Cited by 107 publications

References 24 publications

Managerial Networking in Nonprofit Organizations: The Impact of Networking on Organizational and Advocacy Effectiveness

Managerial Networking in Nonprofit Organizations: The Impact of Networking on Organizational and Advocacy Effectiveness

Advocacy in Nonprofit Organizations: A Leadership Perspective

Lobbying in the Virtual World: Perceptions in the Nonprofit Sector

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