Using the symbiotic sustainability model as a framework, this research investigates how many and with which businesses top nonprofit organizations report partnerships. We examined the websites of the 122 largest, most recognizable U.S. nonprofits. These websites included information about 2,418 business–nonprofit partnerships with 1,707 unique businesses. The results suggest key differences with previous research on how U.S. Fortune 500 companies report B2N partnerships. Leading nonprofits report more B2N partnerships than U.S. Fortune 500 companies do. Furthermore, nonprofits do not (...) maintain industry exclusivity in reporting B2N partnerships, like their business counterparts do. Finally, social issue industries do not exert the same isomorphic pressures on B2N partnerships that economic industries do. New propositions that extend the symbiotic sustainability model are presented to account for nonprofits’ unique goals for capital accumulation in B2N partnering and the industry characteristics. (shrink)

Health care reforms, in particular the expansion of public and/or private health care benefit coverage to some or all population groups, is becoming an increasingly hot topic for discussion—and in some cases for action—at all levels of government. With almost 16% of Americans estimated to be uninsured for at least part of the year, opinion polls show health care near the top of the general public’s list of concerns. Little wonder that presidential candidates for the 2008 election are incorporating ‘‘universal (...) health care coverage’’ proposals in their campaign platforms. Will ‘‘cradle-to-grave’’ coverage for all become a reality or will they just experience cradle-to-grave debates over this issue? That is essentially one of the questions posed in the following discussion on the role of nonprofit health care organizations in promoting, and operating under, universal health care coverage. (shrink)

The brand personality of nonprofit service organizations is a focal cue for individuals engaging in pro-social behavior. However, the positive effect of brand personality on donors’ intention to engage pro-socially may be affected in cases in which NPOs provide monetary incentives to those donors. Relying on social exchange theory, the authors examine how monetary incentives and brand personality commonly affect the intention to donate and whether this effect varies based on the perceived trustworthiness of the NPO. The results of (...) two experimental studies show that branding and incentivizing decisions should not be developed independently because monetary incentives do indeed undermine the positive effects of brand personality on the intention to donate. However, the effectiveness of incentives varies with the perceived level of trust in the NPO: highly trusted NPO services are harmed by monetary incentives, whereas less-trusted NPOs may even benefit. (shrink)

Nonprofits are a major part of the U.S. economy and they are not immune from corporate malfeasance controversies. Even Congress has expressed concern about the crisis in nonprofit governance. The nonprofit response to Congress has been a historic initiative recognizing critical challenges to nonprofit governance. In contrast to their for‐profit counterparts, nonprofits are committed to missions serving the public benefit and not to shareholder profits. Accordingly, their missions and financial resources are intrinsic to their very existence, which (...) is built upon the public trust. That trust is rooted in fiduciary responsibility and reflected in best practices. This article traces the history of the nonprofit public trust and fiduciary standards and examines principles of Sarbanes–Oxley and other best practices as they apply to nonprofits. The authors sampled 80 health‐care nonprofit corporation web sites from eight asset classes to determine compliance with Sarbanes–Oxley and identification of fiduciary duty, ethical values, and other best practices. Among the very largest health‐care nonprofits, many comply with Sarbanes–Oxley and identify fiduciary duty, ethical values, and other best practices. However, there are substantial deficiencies in such compliance and identification among all remaining seven asset classes ranging from 99.9 million to less than 100,000. The results appear to corroborate the urgent necessity for reform articulated by the Congress and the nonprofit sector. Nonprofit governance has entered a new era where best practices must be implemented to sustain the public trust. (shrink)

An important factor that leads governments to engage in public service contracts with nonprofit organizations is the belief that they share similar ethical and value orientations that will allow governments to reduce monitoring costs. However the notion of the existence of similarities in ethical climate has not been systematically examined. The purpose of this paper is to investigate the ethical climate in government and nonprofit sectors and to determine the extent to which similarities (and differences) exist in ethical (...) climate dimensions. Using survey data and structural equation modeling technique, the factor structure equivalence and measurement invariance of the ethical climate in the two sectors are tested. Results indicate that while there is a significant overlap in shared perception of ethical climate dimensions, there are also key differences between the two sectors. The outcome of this research provides important preliminary insights for public policy makers in government to better understand the implications of using the nonprofit sector for service delivery. (shrink)

This chapter defends an overarching ideal of liberal democracy—government for and by the people, where each is considered free and equal—and shows how different conceptions of this ideal lead to different visions of the nonprofit sector. The argument reflects a more fundamental point: that claims about the proper shape and scope of civil society, and certainly the dimensions of nonprofit organizations, are structured by larger political ideals. We cannot understand competing visions of the nonprofit sector without seeing (...) it in relation to the political and social order in which it is supposed to rest. (shrink)

Ethical workplace climate has been extensively researched in the for-profit context but neglected in nonprofits. Perhaps because nonprofits promote shared values, engage with people, and implement development interventions creating public good, they are considered implicitly ethical. This assumption has been questioned in recent studies. We attempted to develop a psychometrically valid scale measuring ethical workplace climate following a sequential research design to fill this gap. We interviewed 74 employees from 30 nonprofit organizations using the critical incident technique to generate (...) statements on ethical workplace climate. The statements generated were categorized with expert judges' help, followed by a survey of 507 nonprofit employees across India. The exploratory factor analysis (EFA) and subsequent confirmatory factor analysis (CFA) resulted in a 43-item scale, further reduced to 26 items using stepwise regression. Results of subsequent application of EFA and CFA confirmed a four-factor solution: self-interest, collegiality, internal legitimacy, and stewardship. A follow-up study of 243 members of nonprofit organizations confirmed the hypothesized relationships that ethical work climate has a significant effect on affective commitment and job engagement. Finally, we discussed our findings along theoretical contributions, implications, limitations, and future direction. (shrink)

Seeking to better understand how nonprofit organizations (NPOs) manage hybridity, we investigated what distinguishes NPOs that combine multiple logics in productive and unproductive ways. We collected and analyzed data from six case studies of NPOs delivering social services in Australia. Our findings reveal that organizational members of NPOs take a _perspective_ on their hybrid nature which comprises four elements: motivational framing, actor engagement, resourcing attitude, and governance orientation. NPOs that combine multiple logics in productive and unproductive ways, respectively, are (...) distinguished by (1) a compelling or confused motivational framing for combining logics; (2) actors having active and shared, or passive and isolated, engagement with multiple logics; (3) attitudes toward resourcing multiple logics that are either coherent or competitive; and (4) a governance orientation toward multiple logics as opportunities to leverage or problems to resist. Our findings contribute to the literature by deepening understanding of the interplay between complex constellations of multiple logics in NPOs, including religious and professional logics. We also develop a model of organizational perspectives on hybridity and their implications for distinguishing NPOs that productively harness tensions between logics. (shrink)

This article comes out of a series of discussions among a diverse group of chief executive officers (CEOs) and other leaders of nonprofit hospitals, long-term care facilities, health maintenance organizations, and other insurance providers, including several nonprofit Blue Cross Blue Shield (BCBS) plans. The group has met several times over the past year around a shared concern: the current challenges to nonprofit health care organizations and the future role for nonprofits in the re-visioning and creation of an (...) American health care system that is characterized by universal access, patient-centered quality, and national affordability. (shrink)

Accountability in nonprofits is complicated and multi-faceted. Nonprofits can also be sites of vibrant civic engagement, community governance, and providers of valuable local services. Contemporary accountability regimes emphasize organizational maintenance, competition, entrepreneurship, and sustainability. Civic engagement in the governance and operations of local nonprofits can be time-consuming, albeit very valuable. To achieve accountability and citizen engagement, nonprofits need to consult with their key stakeholders and think comprehensively and strategically about their mission. Government and private funders also need to approach accountability (...) broadly and consider the different programmatic and community benefits of nonprofit programs. (shrink)

CEO compensation by nonprofit organizations is controversial. Higher-qualified CEOs should be compensated more than lesser-qualified individuals because of better performance regarding organizational goals and missions. Alternatively, an ethical issue may exist if CEOs are overcompensated resulting in a negative impact on the operations of their organizations. Donors have the incentive to monitor nonprofit organizations, but their role is limited to their ability to acquire nonprofit organization information. However, charity rating agencies make information more accessible and understandable, thus (...) reducing information asymmetry between donors and nonprofit organizations. This study examines whether charity rating availability is associated with negative pay-to-performance sensitivity. Using a sample derived from the IRS Form 990 s and Charity Navigator ratings, this study provides evidence that rating availability is negatively related to pay-to-performance sensitivity in nonprofit organizations. Additional tests provide evidence that the overall rating score and its financial rating component are negatively associated with pay-to-performance sensitivity. (shrink)

An important factor that leads governments to engage in public service contracts with nonprofit organizations is the belief that they share similar ethical and value orientations that will allow governments to reduce monitoring costs. However the notion of the existence of similarities in ethical climate has not been systematically examined. The purpose of this paper is to investigate the ethical climate in government and nonprofit sectors and to determine the extent to which similarities (and differences) exist in ethical (...) climate dimensions. Using survey data and structural equation modeling technique, the factor structure equivalence and measurement invariance of the ethical climate in the two sectors are tested. Results indicate that while there is a significant overlap in shared perception of ethical climate dimensions, there are also key differences between the two sectors. The outcome of this research provides important preliminary insights for public policy makers in government to better understand the implications of using the nonprofit sector for service delivery. (shrink)

One explanation that may be given for why nonprofit organizations pay lower wages than do other organizations is that nonprofits are more pleasant places to work. Indeed, some authors have proposed that nonprofit organizations should make an effort to promote a working environment that reflects the beliefs of the organization. This paper uses several proxies for whether an organization is a pleasant place in which to work, and tests for whether nonprofits are more likely to offer such pleasant (...) working conditions. Analysis shows that nonprofits are not more likely to offer these conditions in many instances. (shrink)

Nonprofit organizations can utilize social networking sites for their activities. Like individual users, they can create SNS accounts, upload posts to show what they are doing, and communicate with other users. Thus, their accounts can be investigated from the same perspective of personality which has been one of the key lenses through which SNS posts of individual users was investigated. In the line of literature that analyzed the personality of non-human objects such as products, stores, brands, and websites, the (...) present research analyzed the personality of NPOs’ Instagram accounts using an online AI service. Also, it investigated how their personality traits were related to the characteristics of the uploaded photos at content and pixel levels. The results of analysis of 223,446 photos on 177 Instagram accounts suggested that the personality of NPOs’ Instagram accounts can be summarized as being high in openness and agreeableness but low in extraversion and neuroticism. And it was found that openness and agreeableness were the personality traits that associated the most with the photo features. Also, the personality traits of NPOs’ Instagram accounts, except neuroticism, were predicted from the photo features with an acceptable level of accuracy. Implications of this research and suggestions for further research were presented. (shrink)

Partnerships between businesses and nonprofit organisations are an increasingly prominent element of corporate social responsibility implementation. The paper is based on two in-depth partnership case studies (Earthwatch-Rio Tinto and Prince's Trust-Royal Bank of Scotland) that move beyond a simple stage model to reveal the deeper-level micro-processes in the selection, design and institutionalisation of business-NGO partnerships. The suggested practice-tested model is followed by a discussion that highlights management issues within partnership implementation and a practical Partnership Test to assist managers in (...) testing both the accountability and level of institutionalisation of the relationship to address any possible skill gaps. Understanding how CSR partnerships are implemented in practice contributes to the broader CSR and partnership literatures a contextspecific level of detail in a systematic way that allows for transferable learning in both theory and practice. (shrink)

The development of commercial revenue streams allows traditional nonprofit organizations to increase financial certainty in response to the reduction of traditional funding sources and increased competition. In order to capture commercial revenue-generating opportunities, traditional nonprofit organizations need to deliberately transform themselves into social enterprises. Through the theoretical lens of institutional entrepreneurship, we explore the institutional work that supports this transformation by analyzing field interviews with 64 institutional entrepreneurs from UK-based social enterprises. We find that the route to incorporate (...) commercial processes and convert traditional nonprofit organizations into social enterprises requires six distinct kinds of institutional work at three different domains; these are—“engaging commercial revenue strategies”, “creating a professionalized organizational form”, and “legitimating a socio-commercial business model”. In elaborating on social entrepreneurship research and practice, we offer a comprehensive framework delineating the key practices contributing to the transformation from traditional nonprofit organizations to social enterprises. This extends our understanding of the ex-ante strategy of incorporating commercial processes within social organizations. Furthermore, the identification of these practices also offers an important tool for scholars in this field to examine the connection of each practice with different ethical concerns of social entrepreneurship in greater depth. (shrink)

Issues of immigrant political incorporation and transnational politics have drawn increased interest among migration scholars. This paper contributes to debates in this field by examining the role of networks, partnerships and collaborations of immigrant community organizations as mechanisms for immigrant political participation both locally and transnationally. These issues are addressed through an ethnographic study of the Hispanic Development Council, an umbrella advocacy organization representing settlement agencies serving Latin American immigrants in Toronto, Canada. Analysis of HDC’s three sets of networks (at (...) the community, city and transnational levels) from a geographic and relational approach demonstrates the potentials and limits of nonprofit sector partnerships as mechanisms and concrete spaces for immigrant mobilization, empowerment, and social action in a context of neoliberal governance. It is argued that a combination of partnerships with a range of both state and non-state actors and at multiple scales can be significant in enabling nonprofit organizations to advance the interests of immigrant, minority and disadvantaged communities. (shrink)

This study examines how and when nonprofit board performance is impacted by board diversity. Specifically, we investigate board diversity policies and practices as well as board inclusion behaviors as mediating mechanisms for the influence of age, gender, and racial/ethnic diversity of the board on effective board governance practices. The empirical analysis, using a sample of 1,456 nonprofit board chief executive officers, finds that board governance practices are directly influenced by the gender and racial diversity of the board and (...) that board inclusion behaviors together with diversity policies and practices mediate the influence of the board’s gender and racial diversity on internal and external governance practices. Additionally, we found an interaction effect that indicates when boards have greater gender diversity, the negative impact of racial diversity on governance practices is mitigated. The findings suggest that board governance can be improved with more diverse membership, but only if the board behaves inclusively and there are policies and practices in place to allow the diverse members to have an impact. (shrink)

This article aims to clarify the potential impact of cross-sector partnerships on nonprofit organizational legitimacy and to provide nonprofit organizations with strategic direction on how to approach cross-sector partnerships to avoid running into a legitimacy crisis. Five theoretical propositions are developed based on existing theory on cross-sector partnerships, organizational legitimacy, and identity and are matched with empirical data consisting of 257 survey responses and seven in-depth interviews in a single case study of a Finnish social welfare organization. Results (...) suggest that engagement with companies may threaten NPO legitimacy by challenging core values and identity traits. Due to power asymmetries in favor of the company, the legitimacy risk is particularly serious for integrative partnerships compared with philanthropic and transactional partnerships. This condition is paradoxical, because integrative partnerships are praised for their greater societal impact and ability to generate joint innovations. Safer options include short-term, project-based partnerships managed and controlled by the NPO, except for brand licensing, which is a high-risk option. Regarding partner selection NPOs should select companies with similar values. (shrink)

To remain financially viable and continue to accomplish their social missions, nonprofits are increasingly adopting a hybrid organizational form that combines commercial and social welfare logics. While studies recognize that individual organizations vary in how they incorporate and manage hybridity, variation at the level of the organizational form remains poorly understood. Existing studies tend to treat forms as either hybrid or not, limiting our understanding of the different ways a hybrid form may combine multiple logics and how such combinations evolve (...) over time. Analyzing 14 years of data from Canadian nonprofits seeking funding for social enterprise activities, we identify two novel dimensions along which a hybrid form may vary—the locus of integration and the scope of logics. We further find that as the commercial logic became more widespread within the nonprofit sector, variants of the hybrid form shifted from primarily emphasizing the commercial logic to more equally emphasizing both the commercial and social welfare logics and integrating the two logics in multiple ways. Drawing on these findings, we contribute a multi-dimensional conception of hybrid forms and theorize how form-level variation in hybridity can arise from organization-level cognitive challenges that actors face when combining seemingly incompatible logics. We then build on this theorizing to offer an alternative perspective on commercialization of the nonprofit sector as a contextually dependent rather than universal trend. (shrink)

Cross-sector social partnership case-based theory and research have long argued that nonprofits that engage in more integrative and enduring cross-sector partnerships should increase their organizational capacity. By increasing their capacity, nonprofits increase their ability to contribute to systemic change. The current research investigates this claim in a large-scale empirical research study. In particular, this study examines whether nonprofits that have a greater number of integrated cross-sector partnerships have greater capacities for financial management, strategic planning, external communication, board leadership, mission orientation, (...) and staff management than nonprofits that have other types of interorganizational relationships. Moreover, it examines whether the length of these partnerships is associated with better capacity. Hierarchical multiple regression analysis drawn from surveys of 452 nonprofit organizations suggests that cross-sector collaboration is not systematically related to increased capacity. However, the results suggest that more enduring relationships between government and nonprofit organizations that extend beyond funder–recipient relationships are related to greater strategic planning capacity. Implications for CSSP research are drawn from the results, especially those concerned with the outcomes of CSSPs. (shrink)

As a value-led entity, the nonprofit depends on its staff for the delivery of the brand value outsides and thus promoting the brand inside is crucial to the development of the nonprofits. Using a sample of 290 full-time staff working in 270 nonprofits in China, two related studies were conducted. Study 1 aimed to develop and validate a new scale for internal branding in the nonprofit context, while Study 2 aimed to investigate the linking mechanism between internal branding (...) and brand performance with the mediating roles of the person–organization fit and intent to stay with the brand. As predicted, the results revealed that: the nonprofit internal branding scale is a three-dimensional construct that is composed of brand-centered training, internal brand communication, and brand-oriented leadership, internal branding positively predicts POF, IntSB, and brand performance, and POF and IntSB sequentially mediate the internal branding–brand performance relationship. The implications of our findings for internal branding in the nonprofit context are discussed. (shrink)

InDriven from New Orleans, John Arena focuses on the contradictory role of nonprofits in facilitating the consensual removal of poor, black residents from inner-city spaces as the result of the privatisation and demolition of public housing. His account is constructive for delving into the on-the-ground struggles around public housing and the complexities of urban politics, and, more importantly, for situating the housing question at the heart of working-class struggles. His emphasis on how the gradual construction of consent was imperative in (...) paving the way for the sudden application of coercive force in the aftermath of Katrina is also a welcome correction to arguments that tend to see the post-Katrina policies as the cause célèbre of the striking and rapid reconfiguration of New Orleans. Arena, however, falls short of providing a historicised analysis of urban politics and the politics of nonprofits. (shrink)

Critical food scholars have argued that activists’ political ideologies and environmental values are important influences on their food justice projects. However, this body of work has given little attention to religion and spirituality even though religious studies scholars maintain that religious values affect environmental and social action. Bringing together these perspectives considers the way religious values and meaning making intersect with actions toward food justice outside of traditionally religious spaces. This paper draws on qualitative research, including a dozen interviews and (...) 11 months of participant observation, at Franklinton Farms, a nonprofit urban farm in Columbus, Ohio. I demonstrate that Franklinton Farms team members reference diverse religious values and practices when explaining the meaning and significance of their farming. In addition, I argue that they renegotiate their religious values in light of the injustices they see in the food system. By examining religion and spirituality within a secular food space, this paper sheds light on an underexplored influence on whether and how alternative food spaces realize food justice. (shrink)

We examine the impact of employing a female, versus a male, leader on future (t + 1) donations and operating margin using a sample of 4387 unique nonprofit organizations (NPOs) between 2011 and 2014. Using two-stage and matched sample designs, we find that NPOs headed by female leaders report higher future operating margins but lower future donations. We interpret these findings to mean that female leaders are more focused on fiscal responsibility than fundraising. We also find that female leaders (...) with past fundraising experience attenuate lower future donations, and at commercial nonprofits, female leaders with prior for-profit experience contribute to even higher operating margins. Moreover, while female leaders identified as the founder of the organization increase future donations, they have no effect on future operating margins. Collectively, the results of our study should increase nonprofit boards’ confidence in hiring female leaders thereby narrowing the gender disparity in leadership in the nonprofit sector. This study expands the extant literature by providing initial evidence on the effects of female leaders in NPOs thereby contributing to research exploring gender, diversity, management, and nonprofit executives. (shrink)

This study examines the impact of Sarbanes–Oxley on the nonprofit sector. Focusing on three key SOX policies applicable to charities—conflict-of-interest policies, records retention policies, and whistleblower policies—this study tests the relationship between the existence and addition of these policies on subsequent ethical and governance lapses as reflected in the issuance of “donor advisories” by the large third-party ratings agency Charity Navigator. The findings suggest that, controlling for other relevant organizational factors, the three SOX-inspired written policies are related to a (...) reduced likelihood of donor advisories in the organizations rated by Charity Navigator. (shrink)

In the context of more and more project-based research funding, commercialization and economic growth have increasingly become rationalized concepts that are used to demonstrate the centrality of science for societal development and prosperity. Following the world society tradition of organizational institutionalism, this paper probes the potential limits of the spread of such rationalized concepts among different types of research funders. Our comparative approach is particularly designed to study the role and position of nonprofit research funders, a comparison that is (...) relevant as NPF could potentially be shielded from such rationalized pressures given their lack of profit gaining motives. By making a qualitative interview-based investigation we are able to describe how research funders rationalize their contributions to society at large, as well as their obligations to the researchers they fund. Four types of research funders are compared—independently wealthy philanthropists, fundraising dependent nonprofits, public agencies, and industry. We find that NPF, and especially philanthropists, are the least commercially geared type of funder, but that philanthropists also express least obligations to researchers funded. This is in sharp contrast to public research funders who, even more than industry, employ commercially geared rationalizations. We also find that both public and corporate funders express obligations to the researchers they fund. Our results indicate that there are limits to the spread of commercially tinted rationalizations among NPF, but that this does not necessarily mean an increased sense of obligations to the researchers funded, and by extension to the integrity of scientific pursuit. (shrink)

Social alliance is defined as the collaboration between for-profit and nonprofit organizations. Building on the insights derived from the resource-based theory, we develop a conceptual framework to explain how socially entrepreneurial nonprofit organizations can improve their social alliance performance by adopting strategic alliance management routines. We test our framework using the data collected from 203 UK-based SENPOs in the context of cause-related marketing campaign-derived social alliances. Our results confirm a positive relationship between social alliance management routines and social (...) alliance performance. We also find that relational mechanisms, such as mutual trust, relational embeddedness, and relational commitment, mediate the relationship between social alliance management routines and social alliance performance. Moreover, our findings suggest that different types of social alliance motivation can influence the impact of social alliance management routines on different types of the relational mechanisms. In general, we demonstrate that SENPOs can benefit from adopting social alliance management routines and, in addition, highlight how and when the social alliance management routines–social alliance performance relationship might be shaped. Our study offers important academic and managerial implications, and points out future research directions. (shrink)

Prior work shows that capital market participants including investors, analysts, and managers are all impacted by the prevailing level of investor sentiment. We extend this line of work by investigating whether the effects of sentiment spill over into the nonprofit sector by affecting donors’ spending to support moral causes. While donors are driven by ethical, altruistic, and other utility-maximizing motives, it is unclear whether behavioral biases stemming from sentiment would influence donors’ decisions to give. We shed light on this (...) issue using a large industry-diverse panel of over 115 thousand organization-years from 2008 to 2016. Results indicate that nonprofit organizations receive less in stock-based donations and more in cash-based donations during periods of high investor sentiment. Our inquiry separately considers cash and stock-based donations because we expect, and find, that market-related sentiment impacts these types of contributions differently. Moreover, we find that these effects are stronger for organizations with large donors, who are more closely tied to the capital markets, and therefore more susceptible to investor sentiment, as well as charitable organizations, consistent with “tug-at-the-heartstrings” type appeals inducing more emotional donation response. Taken together, the results suggest that market-wide investor sentiment impacts nonprofit organizations and the effects vary in the cross-section. (shrink)

We tested whether the impact of an organizational transgression on consumer sentiment differs depending on whether the organization is a nonprofit. Competing hypotheses were tested: that people expect higher ethical standards from a nonprofit than a commercial organization, and so having this expectation violated generates a harsher response and that a nonprofit’s reputation as a moral entity buffers it against the negative consequences of transgressions. In three experiments participants were told that an organization had engaged in fraud, (...) exploitation of women, or unethical labor practices. Consistent with the moral disillusionment hypothesis, decreases in consumer trust post-transgression were greater when the organization was described as nonprofit, an effect that was mediated by expectancy violations. This drop in trust then flowed through to consumer intentions and consumer word of mouth intentions. No support was found for the moral insurance hypothesis. Results confirm that nonprofits are penalized more harshly than commercial organizations when they breach consumer trust. (shrink)

Recent corporate scandals in the USA forced regulatory change and brought the governance dialogue to new heights and domains. In an attempt to strengthen understanding of the role of governance in the nonprofit organisational setting, this manuscript reviews theoretical directions and practical approaches to corporate governance and discusses the applicability of these factors to nonprofit organisations. Instead of examining inter-organisational relationships, the focus is on the governance dimensions that inform stakeholders of the general operations and performance of nonprofits. (...) It is relevant to developed countries where there is a strong presence of nonprofit organisations operating. (shrink)

This article examines the St. James Infirmary, a nonprofit occupational health and safety clinic for sex workers in San Francisco, to consider how particular organizational spaces and practices may challenge gender ideologies in the United States—in this case, of women sex workers as “victim-criminals.” Drawing empirically from multimethod qualitative research and theoretically from feminist institutionalism, I indicate how the SJI’s broader institutional context has produced a victim-criminal ideology of women in prostitution. Next, I consider the SJI’s organizational emergence and (...) operations to argue that, by deploying particular spatial-discursive practices and operational procedures, nonprofits with legacies of activism may draw from these to challenge dominant gender ideologies, even as they work alongside the broader institutional structures that promote them. Although single case studies like the SJI cannot establish broad theoretical generalizations and propositions, I use it to build knowledge and highlight important lessons about nonprofits, gender, and institutional change. (shrink)