Nonprofit Management and Leadership 1994 - 1995: Vol 5 Index

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VOLUME 5 INDEX
NO. 1, FALL 1994 1-114 Annals of Public and Cooperative Economics,
NO. 2, WINTER 1994 115-230 103-104
NO. 3, SPRING 1995 231-332 Anthropology of gift giving, 294-296
NO. 4, SUMMER 1995 333-459 Appalachian Mountain Club (AMC), 85-91
“Archival Sources and the Study of American
A Philanthropy,” 221-224
Archives, philanthropical, 221-224
Abortion controversy, 454 ARNOVA, 101-102, 103, 104
Abramson, A. J., “Sources of Data on Non- ARNOVA-L list-serve, 103
profit Finance,” 443-451 Ars Idraetsklub, 284
Accessibility, board member, 342, 346, 350 Articles: “Board Members’ Influence on the
Accountability: crisis in, 303-304; and donor Government-Nonprofit Relationship,”
types, 70-74; in European countries, 111; 173-196; “Cause-Related Marketing, Phil-
legal liability and, 69-74; of nonprofits to anthropy, and the Arts,” 249-260; “Cor-
donors, 67-83; standards for, 74-76. See porate Philanthropy: Gift or Business
also Liability; Stakeholders Transaction?” 291-301; “Effective Non-
Acquisitions, 377. See also Mergers profit Board Members as Seen by Exec-
Adams, Howard & Greeley, 397, 398, 399-403 utives and Board Chairs,” 337-358;
Advocate role, 175, 182 “Human Service Organizations and Self-
Affinity credit cards, 250 Help Groups: Can They Collaborate?”
Age, individual: and corporate philanthropy, 159-172; “Improving Direct Mail Fund-
254; and religious giving, 60 raising Through Segmentation Research,”
Age, organizational: and board behavior, 178, 141-158; “Is There a Third Way? A Com-
185, 187, 188, 189-191, 193, 356; and parative Analysis of How the Law Treats
organizational survival, 20, 26, 34 Workers in the Nonprofit, Private-for-
Alabama, 71 Profit, and Public Sectors,” 197-211; “The
Alcoholics Anonymous (AA), 165, 166 Liability of Nonprofits to Donors,” 67-83;
Altruism: and cause-related marketing, 250- “Local Development Agencies: Supporting
251; correlations of, with volunteering, Voluntary Action,” 37-51; “The Major Gift
366-367, 368, 369, 372; and donor moti- Donor Relationship: An Analysis of Donors
vation, 143; measures for, 366; and socio- and Contributions,” 411-432; “Merging
centric cultures, 361-363, 366, 368, 372. Nonprofit Organizations: Analysis of a
See also Motivations, donor Case Study,” 377-391; “Nonprofit Boards
Altruist philanthropic style, 256, 257, 258 and Perceptions of Funding,” 3-18; “On
Alumni, major donor, 411-431; who give the Malfunction of the Generic Approach
outright major gifts, 421-423, 429; who in Small Voluntary Associations,” 275-
make bequests, 427-429; who make irrev- 290; “The Organization of Religious Con-
ocable trusts, 424-426, 429 gregations: Tackling the Issues,” 261-
American Antiquarian Society, 222-223 274;
American Association of Fund-Raising Coun- “The Political Dimension of Effective Non-
sel, 445 profit Executive Leadership,” 233-248;
American Express, 249, 250 “Pursuit of Mission: The Rise and Fall
American Jewish Archives, 223 of Elite Nonprofit Leadership,” 393-409;
NONPROFIT MANAGEMENT & LEADERSHIP, vol. 5, no. 4, Summer 1994 © Jossey-Bass Publishers 461
462 INDEX
“The Political Dimension of Effective Non- 244-245. See also Theories-in-use
profit Executive Leadership,” (continued) Ben-Ner, A., 327-328
“Religious Giving in the United States,” Bequests: by alumni, 427-429; and donor/
53-66; “Structure and Adequacy of Human development-effort relationship, 414, 415,
Service Facilities: Challenges for Nonprofit 416, 417-418, 419, 430
Managers,” 117-140; “Volunteers from Bielefeld, W., “What Affects Nonprofit Sur-
Corporations: Work Cultures Reflect Val- vival?” 19-36
ues Similar to the Voluntary Organizations,” Billis, D., “Editors’ Notes,” 1-2, 115-116, 231-
359-375; “What Affects Nonprofit Sur- 232, 333-335
vival?” 19-36 Bloksberg-Fireovid, F E., “Carol Marshall,”
Arts and Business Council of New York, 251- 213-216
260 Blumle, E. B., 111-112
Arts organizations: cause-related marketing Board-centered leadership, 236, 246
for, 251-260; philanthropic styles and, Board chairs: consensus among, for board-
257. See also Cultural organizations member assessment, 345, 354; coopera-
Assemblies of God, 56, 57 tion of, with chief executive officers, 354—
Association affiliation, and board behavior, 355; criteria of, for assessing board mem-
178, 185, 187, 188, 190 bers, 337, 343-354
Association for Public Policy Analysis and Board composition: and board influence,
Management, 103 178-179, 183, 184, 193; and funding per-
Associations, as data sources, 445 ceptions, 7-8, 9-16, 90. See also Legiti-
AT&T, 454 macy
Attendance, board member, 342, 347, 351 Board member assessment criteria: accessibil-
Attorneys general, 72, 74, 77, 320, 445 ity, 346, 350; attendance, 342, 347, 351;
Australia: religious congregations in, 262; board chairs’ views on, 337-356; chief
voluntary sector in, 278 executive officers’ views on, 337-356; com-
Australia/New Zealand Third Sector Research, mitment to mission, 346, 350; constituent
103 representation/empathy, 348, 353; con-
Authority: in merged organizations, 386; and structive problem solver, 347, 351; flexibil-
organizational change, 265, 268; in reli- ity, 347, 351; importance of, 337-338; and
gious congregations, 265, 267-268, 270; Ingram criteria, 345, 350-353; ‘future
typologies of, 267-268, 270 research on, hypotheses for, 355-356; and
Autonomy: abuse of trusteeship, 393-409; job descriptions, 354; leadership, 342, 349,
protection of nonprofit, 175-176. See also 353; and NCIB criteria, 340-341, 345,
Buffer role; Values-guardian role 350-353; policy/management functions,
348, 352; practical applications of, 354—
B 355; problem framer, 349, 353; rapport
with staff, 348, 352; and recruitment, 355;
Balda, J. B., “The Liability of Nonprofits to selflessness, 348, 352; special talents/skills,
Donors,” 67-83 342, 346, 350; study of, conceptual frame-
Bania, N., “The Development of State-Level work and methodology for, 341-343; study
Nonprofit Data Bases,” 317-325 of, limitations of, 338-339; study of, and
Barber, D. M., Finding Funding: The Compre- prior research, 339-341; resource devel-
hensive Guide to Grant Writing, 217-219 oper, 347, 352; understanding of organiza-
Barriers to entry, 312 tional niche, 347, 351; worker bee, 349,
Batsleer, J., Issues in Voluntary and Non-Profit 353
Management: A Reader, 93-97 “Board Members’ Influence on the Govern-
Behavioral enactments, 238-240, 241-242, ment-Nonprofit Relationship,” 173-196
463
Boards of directors: activities of, 8, 9-16; Cc
behaviors of, variables in, 176-180, 180-
184; books about, 440-441; boundary- California, 69, 71, 72, 73-74, 76
spanning role of, 173-174; buffer role of, California Nonprofit Database, 445
175-176, 181, 182, 184, 186, 189, 191, Canada, 278
192; characteristics of, 7-8, 9-16, 90; and Capital campaigns, 217; return from, 218
chief executives, 179, 235-236, 246; effec- Career advancement: as donor motivation,
tiveness of, 339; expectations of/for, 338, 144, 151; effect of mergers on, 378
354; facilitator role of, 175, 181, 182, 184, Carnegie, A., 223
186, 187, 188-189, 190, 191-192: influ- “Carol Marshall,” 213-216
ence of, on funding perceptions, 3-16; Carothers, N., 398, 400-401, 403
influence of, on government-nonprofit rela- Carre, P., 404
tionship, 173-196; influence of, on organi- Case-based fundraising, 57, 58, 62
zational performance, 4-6, 14; literature on, Case Institute of Technology, 394-395, 397,
337, 339-341; methodology for study of, 398-399, 401
180-184; and organizational uncertainty, Case Western Reserve University, 224, 403,
4-5; political advocacy role of, 175, 180, 404. See also Mandel Center
182 184, 186, 187, 188-189, 190, 191-192; Catholic churches, 53-55, 56, 57, 61-62, 63
professional volunteers on, 359; public Cause-related marketing: advantages and dis-
image of, in vignette, 433-438; recruitment advantages of, 250-251; business demo-
of members for, 355, 440-441; role of, in graphics in, 253, 254; business goals in,
organizational change, 89-90; roles of, mea- 252-253; business satisfaction with, 255—-
surement variables for, 180-184; roles of, 256, 258-259; financial importance of,
regression analysis of, 186-191; roles of, 250, 251; with medium-sized businesses,
typology of, 175-176; values-guardian role 251-260; and philanthropic styles, 256-
of, 176, 181, 182, 184, 186, 189, 191, 192 258; source of funds used for, 254, 256;
Book Reviews: “Fundraising: From Art to Sci- study of, 251-258; versus traditional phil-
ence,” 217-219; “In Search of Common anthropy, 252-258; type of arts organiza-
Ground About the Commons,” 311-315; tion supported by, 253, 255
“Nonprofit Management Education Through “Cause-Related Marketing, Philanthropy, and
Distance Learning,” 93-97; “Recruiting, the Arts,” 249-260
Developing, and Managing Volunteers,” Center on Philanthropy at Indiana University,
439-441 303, 307-308
Boundary-spanning role: of boards of direc- Change, organizational: board's role in, 89-90;
tors, 173-174; of chief executives, 236, chief executive officer's role in, 86, 87;
245 implementation of, in example, 85-91; in
Brahmanic culture, 294-295 religious congregations, 265-266; strate-
Buchanan, R. W., “Fundraising: From Art to gies for, 88-89
Science,” 217-219 Chief executive officers (CEOs): activism
Buffer role, 175-176, 181, 182 of, with board, 179, 183; boundary-span-
Building codes, 126 ning role of, 236, 245; compensation
Bulletin Board, 113-114, 229-230, 329-331, of, 104-105; consensus among, regarding
457-459 board-member assessment, 345, 354; coop-
Bureaucracy, 275; and mergers, 384, 387; and eration of, with board chairs, 354—355; cri-
religious organizations, 266, 267; and teria of, for assessing board members, 337,
small sports associations, 282 343-354. effective, research studies on,
Burger King, 249 233-248; effects of mergers on, 379; influ-
Bush administration, 19 ence of, on board behavior, 179, 184, 185,
464 INDEX
Chief executive officers (continued) and Public Sectors,” 197-211
187, 188, 189-191; influence of, on orga- Columbia University, 402
nizational change, 86, 87, 91; influence of, Commentaries, 109-112, 225-227, 327-328,
on organizational performance, 4-5, 14; 453-455
job tenure of, 179, 185, 187, 190; legal lia- Commission on Civil Rights, 396
bilities of, 77-78; legal rights of, 72-73; Commons, the, 311-315
model for effective, 245-246; political Commons, The: New Perspectives on Nonprofit
frame of, 234, 236-237, 238, 240, 241- Organizations, reviewed, 311-315
247; psychological centrality of, 235-236, COMMUNET list-serve, 103
246, 276-277; surveys of, 6-16, 180-184, Communitarian philanthropic style, 256,
238-244. See also Leadership 257, 258
“Children’s Family Foundation” vignette, 433— Communitarianism, 304
438 Communitas, 267
Christian Action Council, 454 Community-association framework, 267
Chronicle of Philanthropy, The, 104 Community-based organizations, executive
Church of England, 262-263, 264 training for, 225-227
Church of the Latter Day Saints, 56 Community development: and Local Devel-
Church-sect framework, 267 opment Agencies, 48; and Rural Commu-
Churches. See Congregations; Religious orga- nity Councils, 43-44
nizations Community Development Block Grant pro-
Civic organizations, mortality/survival of, 24, gram, 120
25, 26 Community involvement, and trusteeship
Civil Rights Act of 1991, 199, 208 mission, 393-409
Civil Rights Act of 1964, Title VII (Equal Community services organizations (CSOs),
Employment Opportunity), 198, 201; in 378, 379, 380-381; versus neighberhood
nonprofit versus other sectors, 206; in non- self-management organizations, 382, 384—
profit sector, 205. See also Equal Employ- 385
ment Opportunity Compensation, of chief executive officers,
Civil society orientation, 285-286 104-105
Clan culture, 362 Competition: nonprofit versus for-profit, 105—
Clark, H. T., 398 106, 299-300; between nonprofit organi-
Classification schemes, for nonprofit organi- zations, 377-378, 383
zations, 317, 320, 447-448 Concern for others, 362, 367, 369, 372
Clearinghouse of Statewide Nonprofit Sector Conferences, on governmental policy, 101-
Databases, 321-323 103
Clergy: defined, 262; role of, 263-265, 268, Confidence, public. See Accountability
270 Conflict: in egocentric versus sociocentric
Cleveland, Ohio, 393-409 cultures, 362-363; in mergers, 378, 387,
Clients: development of, 13; of merged orga- 388-389; and professionalization, 283-
nizations, 385, 389; referral of, 164-165 284; in religious congregations, 263,
Coalition, 166-167 264
Coca-Cola, 251 Conflict resolution, 236-237, 246. See also
Cole, K. M., Leadership and Management of Political frame of leadership
Volunteer Programs: A Guide for Volunteer Congregations: defined, 262; and denomina-
Administrators, 439-441 tional polity, 270; as nonprofit organiza-
Cole, M. T., “Is There a Third Way? A Com- tions, 268-271; organizational analysis of,
parative Analysis of How the Law Treats 266-268; organizational change in, 265-
Workers in the Nonprofit, Private-for-Profit, 266; organizational issues of, 261-274;
INDEX 465
organizational theories and, 266-268; pur- Culture, gift giving and, 294-296. See also
poses and goals of, 262-263; and religious Organizational culture
values, 265; role of clergy in, 263-265, 268, Cynicism, 303-304
270; specialist theory for, 270-271; stake-
holders in, 262-263, 268. See also Jewish D
congregations; Religious organizations
Consolidations, 377. See also Mergers Data bases on nonprofit sector: deficiencies
Construction systems, 341-342 of, 446—448; financial, 443-451; national,
Consumers, as stakeholders, 327-328 317-319; state-level, national clearing-
Contracting. See Government contracting house for, 321-323; state-level, role of,
Convergence, 282 318-321; state-level, sources of, 321-322,
Cooperation: advantages of, 169-170; between 445
chief executive officers and board chairs, Dawson's motivational scale, 143-144, 147-—
354-355; and the commons, 31 1—315; inter- 150, 151
organizational, 163-171 Debt management, 110-111]
Co-optation, 282 Decentralization, 378, 379-380, 384, 387
Coordination, 165-166 Delaware, 71
Cornforth, C., Issues in Voluntary and Non- Demographic segmentation, 147. See also Seg-
Profit Management: A Reader, 93-97 mentation research
Corporate philanthropy: and big government, Denckla v. Independence Foundation, 72
299: business benefits of, 250; as business Denmark, 275-290
transaction, 292-294; cause-related mar- Dependency, 362. See also Resource depen-
keting and, 249-260; and community dency
bonding, 297, 298; and corporate influence, Derivative actions, 76—77
283; corporate satisfaction with, 255-256, Designs for Fund-Raising: Principles, Patterns,
258-259; and corporate self-interest, 250- Techniques (Seymour), 217-218
251, 293; cultural context of, 294-296; “Development of State-Level Nonprofit Data
financial importance of, in U.S., 250, 300; Bases, The,” 317-325
as gift giving, 291-301, 453-455; of med- Development. See Fundraising; Major donor
ium-sized businesses, 251-260; motivations relationship
for, 250-251, 252-253, 293; reciprocity in, Development officers, 412. See also Fund-
299, 453-455; and Seven Faces framework raisers
of philanthropic styles, 256-258; status Devout philanthropic style, 256, 257, 258
from, 298. See also Cause-related market- Differentiation, 379, 387
ing; Volunteers Direct mail fundraising: “black box” approach
“Corporate Philanthropy: Gift or Business to, 154; efficiency in, 156; for new versus
Transaction?” 291-301; commentary on, existing donors, 156; through segmenta-
453-455 tion research, 141-158; using donor
Corporate political action committees (PACs), response lists for, 156
453 Direct marketing, 28
Corporate veil, piercing the, 77-78, 79 Discrimination, employment, 201; in non-
Cost-benefit analysis, 362 profit versus other sectors, 206, 209; in
Councils for Voluntary Service (CVSs), 38 religious organizations, 201. See also Min-
Crises: and board influence, 5-6; and imple- imum wage and hour law
menting organizational change, 85-86 Disillusionment, 379
Critical events, 235—236, 339-340 Distance learning, 93-97
Cultural organizations, mortality/survival of, Divergence, 282
24-33. See also Arts organizations Diversification, 282, 388
466 INDEX
Dodson, D., How to Recruit Great Board Mem- Egocentric work culture, 361-362, 363; mea-
bers: A Guide for Nonprofit Agencies, 439- sures for, 366; power relationships in, 362;
441 versus sociocentric work culture, 361-373
Domain, 161, 164 Elitism in leadership, case study, 393-409
Donations: for human services facilities, Emotions Anonymous (EA), 166
130-131, 137; percentage of, through direct Empathy, board member, 348, 353
mail, 141. See also Corporate philanthropy; Employee Retirement Income Security Act
Gift types (ERISA), 198, 201; in nonprofit versus
Donor response lists, 156 other sectors, 206-207, 208; in nonprofit
Donors: accountability to, 67-83; alumni ver- sector, 205
sus nonalumni, 412-431; fiduciary, 72-73; Employees: and board influence, 182-183;
founder, 71; general-public type of, 70-72; clergy as, versus other roles, 263-265;
geodemographic classification of, 145-146, effects of mergers on, 378-379; in non-
150, 152, 153; government, 74; legal rights profit sector, 197; and organizational sur-
of, 70-79; mail versus nonmail, 156; mem- vival, 27. See also Personnel headings; Size,
ber type of, 73-74, 76-79; relationships organizational
with major, 411-432; segmentation research Employment at-will, 197, 198; changes in, 199;
on, 141—158; as stakeholders, 327; and val- in nonprofit versus other organizations, 201,
ues, 144-145, 146, 150, 151. See also Giv- 203; in nonprofit sector, 204, 207
ing; Major donor relationship; Motivations, Enhancing the Volunteer Experience: New In-
donor; Philanthropy sights on Strengthening Volunteer Participa-
Douglas, J., 305 tion, Learning, and Commitment, reviewed,
du Pont, P S., 223 439-441
Dynast philanthropic style, 256, 257, 258 Environmental Defense Fund, 224
Environmental organizations: implementing
E change in, 85-91; mortality/survival of, 24,
25, 26, 27
Economic exchange: deemphasis on, in socio- Equal Employment Opportunity, 197, 198;
centric cultures, 362—363, 367, 369, 370, changes in, 199; in nonprofit versus other
372; and egocentric work culture, 362, sectors, 206, 208. See also Civil Rights Act
372; versus gift giving, 292-294, 296- Equal Pay Act, 206
297 ES202 data, 320
Economics, field of, 312-312, 313, 314-315 Espoused statements, 238-240, 242, 244-
Editors’ Notes, 1-2, 115-116, 231-232, 333- 245. See also Ideology; Values
335 Espoused theories, 239. See also Ideology;
Education: continuing, fellowships for, 225— Values
227; distance, 93-97; at K-12 level, 308; lib- Ethics: and management, 277; and moral
eral versus professional, 305-306; for non- action, 304-305; and public confidence,
profit management, 93-97, 225-227, 277, 304
278; for philanthropy, 305-309 Europe, nonprofit sector in, 111-112, 278-
Educational level: of corporate supporters, 279
254; of high-value donors, 155; and reli- Evaluation, for nonprofit organizations, 285
gious giving, 54, 60 Exchange. See Economic exchange; Gift giv-
Educational organizations: liability of, 71; ing
mortality/survival of, 24, 25-26, 27, 29, Exchange relationship, and resource depen-
30, 32, 33 dency, 163-164
“Effective Nonprofit Board Members as Seen Executive directors. See Chief executive offi-
by Executives and Board Chairs,” 337-358 cers
INDEX 467
Expenditures: for fundraising, 431; and orga- Flexibility, board member, 347, 351
nizational survival, 27-28, 29 Folklore, 295
Exxon Education Foundation, 308 For-profit sector. See Private-for-profit sector
Force-field analysis, 383
F Ford Foundation, 223, 321
Formalization, organizational, 162-163, 167,
Facilitator role, 175, 181, 182 269
Facilities, human service: costs of, 126-127, Foster care agencies, executive compensation
131-132; distribution of, 122—123, 124, in, 105
125; fiscal constraints on, 119-120, 131- Foundation Center, The, 445
132; funding resources for, 127-132; Foundation News, 104
importance of nonprofit, 118-120; inade- Foundations: archives of, 223; and cause-
quacy of, 117-118, 132-134; maintenance/ related marketing versus philanthropy,
improvement needs of, 126-127, 132; 256; sources of data on, 445
management of, 132-134; need for, 118- Frame analysis, 237-238; criteria for coding
119, 125-127; and policy making, 136- in, 240; results of, in chief executive study,
137; projects for future, 127, 131, 132, 240-244
133; recovery of occupancy costs for, Frames of reference, 339, 341-342
128-130, 131; research study on, current, Frequencies, diminishing, 343, 345
120-135; structure of holdings, 123, 125; Funders: and organizational survival, 31-33,
studies on, 118 34; of Rural Community Councils, 45, 46
Fair Labor Standards Act (FLSA), 198, 203, Funding: adequacy of, 8-16; through cause-
206; in nonprofit sector, 204, 207-208 related marketing, 249-260; certainty/
Falender, A., 2; interviewed, 85-91 uncertainty in, 3, 7, 9-16; and critical
Family business owners, 253, 254 events, 235-236; diversity in, 21, 28, 30-
Family status: of high-value donors, 155; and 33, 34; for human service facilities, 119-
religious giving, 60 120, 127-132, 135, 137; in merged orga-
Features: “Carol Marshall,” 213-216; “An nizations, 385; perceptions of, board in-
Interview with Andy Falender,” 85-91; fluence on, 3-16; of Rural Community
“An Interview with Robert L. Payton,” Councils, 45—46; of small sports associa-
303-309; “Shark Fundraising at the Foun- tions, 279. See also Donors; Giving; Uncer-
dation,” 433-438 tainty
Federal funding cuts, 3, 19, 120 Fundraisers: effects of role of, 412; profes-
Fellowships, 225-227 sionalization of, 217, 218
Fiduciaries: legal rights of, 72-73; standards Fundraising: for building projects, 130-131,
for, 75 132; and certainty, 12, 15; direct mail,
File, K. M., “Cause-Related Marketing, Phil- 141-158; efficiency in, for major gifts,
anthropy, and the Arts,” 249-260 412-413; joint, with business organiza-
Finance data: books and studies of, 446; defi- tions, 249-260; for major gifts in univer-
ciencies of existing sources of, 446-448; sity setting, 411-432; nonprofit sector
sources of, 444-446; uses for, 443-444 finance data and, 443; and prospect iden-
Financial advising, 13 tification, 412; and public confidence, 304;
Finding Funding: The Comprehensive Guide to in religious organizations, 57-58, 60-62;
Grant Writing, reviewed, 217-219 research on, 411-412; techniques in,
First Amendment, 201 changes in, 217-219; and tracking devel-
Fisher, J. C., Leadership and Management of opment contacts, 431. See also Direct mail
Volunteer Programs: A Guide for Volunteer fundraising; Donors; Major donor rela-
Administrators, 439-441 tionship
468 INDEX
“Fundraising: From Art to Science,” 217-219 Governing the Commons: The Revolution of
Future of the Nonprofit Sector, The, 101 Institutions for Collective Action, reviewed,
311-315
G Government: funding by, and human services
facilities, 128-130, 131, 136; nonprofit lia-
Galbraith, K., 313 bility to, 74; as nonprofit stakeholder, 328;
Game theory, 311, 313, 314 policies of, and nonprofit sector, 99-108,
Garcia v. San Antonio Metropolitan Transit 136; relationship of, to nonprofit organi-
Authority, 202 zations, 173-196. See also Policy; Public
Garrity v. New Jersey, 202 sector
Gauss, M. S., “Nonprofit Boards and Percep- Government contracting, 109-110, 118, 328;
tions of Funding,” 3-18 and board influence, 173-196
Gemeinschaft, 267 “Governmental Policies and the Nonprofit
Generic management approach: defined, 275; Sector,” 99-108
development and application of, 275-278; Grande, C. A., “Improving Direct Mail Fund-
disadvantages of, for small nonprofit orga- raising Through Segmentation Research,”
nizations, 278—284, 285-286 141-158
Geodemographic segmentation, 145-146, Grant writing, 218-219
150, 152, 153. See also Segmentation Greater Cleveland Growth Association, 395
Georgia, liability in, 71 Greater London Council (GLC), 109
German folklore, 295 Greene v. Art Institute of Chicago, 70
German-speaking countries, 111-112 Grid methodology, 341-343; findings from,
Gesellschaft, 267 343-354
Gidron, B., “Human Service Organizations Gronbjerg, K. A., 446; “Structure and Ade-
and Self-Help Groups: Can They Collabo- quacy of Human Service Facilities: Chal-
rate?” 159-172 lenges for Nonprofit Managers,” 117-140
Gift giving: for community bonding, 297, 298; Groupthink, 15
and corporate philanthropy, 291-294, 296- Growth rates, by industry, 23-26, 33
300, 453-455; determinants of, 54; versus
economic exchange, 292-294, 296-297; in H
history, folklore, and culture, 294-296; pre-
dictors of, 144-145; and reciprocity norms, Hagley Museum and Library, 223
292, 295-296, 297, 299, 453-455; reli- Hands Across America, 251
gious, 53-66, 223-224; social functions of, Handsnet, 322
293-294, 296-299; for status recognition, Hanson, K. O., “Carol Marshall,” 213-216
298. See also Corporate philanthropy; Harlan, S. L., “Board Members’ Influence on
Donors; Motivations, donor; Religious the Government-Nonprofit Relationship,”
giving 173-196
Gift types: by development effort level, Harris, M., “The Organization of Religious Con-
417-429; and major donor relationship, gregations: Tackling the Issues,” 261-274
414-431. See also Bequests; Donations; Hasenfeld, Y., “Human Service Organizations
Irrevocable trusts; Outright major gifts and Self-Help Groups: Can They Collabo-
Gimwali, 296 rate?” 159-172
Giving and Volunteering in the United States, Health organizations: mortality/survival of,
4345 24, 25, 26, 27, 29, 30, 31-33; survey of
Giving USA, 445 donors to, 146-155. See also Hospitals
Glennan, K., 395, 396, 397 Heimovics, R. D., “The Political Dimension
Governance: of merged organizations, 385; of Effective Nonprofit Executive Leader-
and organizational change, 86 ship,” 233-248
INDEX 469
Herman, R. D., “The Political Dimension of Participation, Learning, and Commitment,
Effective Nonprofit Executive Leadership,” 439-441
233-248 “Improving Direct Mail Fundraising Through
Hickson, D. J., Writers on Organizations, 93-97 Segmentation Research,” 141-158
Himmelstein,J . L., 453-455 “In Search of Common Ground About the
Historical Society of Pennsylvania, 222- Commons,” 311-315
223 Income level, and religious giving, 54, 59-60
Hodgkinson, V., 444-445 INDEPENDENT SECTOR, 101, 102, 121,
Hoge, D. R., “Religious Giving in the United 143, 144, 304, 317, 317-319, 321, 444,
States,” 53-66 445
Holt v. College of Osteopathic Physicians and Index to Legal Periodicals, 104
Surgeons, 72, 73 Individualism, 276
Hoover, H., 223 Inductive research methodologies, 338,
Hoover Institution, 223 339-340; and repertory grid methodology,
Hospitals: cooperation of, with self-help 341-343; types of, 356
groups, 165, 166; executive compensation Information management systems, of Rural
in, 105 Community Councils, 43, 46, 47
Housing organizations, mortality/survival of, Information sharing, 379
24, 25-26, 27, 29 Information technology, and fundraising tech-
How to Recruit Great Board Members: A Guide niques, 217, 218-219
for Nonprofit Agencies, reviewed, 439-441 Ingram, R. T., 341, 345, 350-353
“How Well Is Debt Managed by Nonprofits?”, Institute for Policy Studies, Johns Hopkins
110-111 University, +46
Howard, J., 402-403 Institute for Public Policy and Social Research,
Human behavior research, 217, 218 Michigan State University, 446
Human Care Service Directory of Metropolitan Interdependence, in volunteers, 362-363,
Chicago (HCSD), 121 369, 370, 372. See also Sociocentric cul-
Human resources frame, 237-238, 240, 242, ture
243. See also Personnel headings Intermediary agencies, 38, 39-40. See also
Human service organizations: advantages to, Local development agencies
of cooperation, 169-170; collaboration of, International Society for Third-Sector Research
with self-help groups, 159-172; facility- (ISTR), 102
related issues in, 117-140; fiscal constraints Internet, 103, 322
on, 119-120, 131-132; funding perceptions Intervention strategies, 162
in, 3-16; funding resources of, 127-132, “Interview with Andy Falender, An,” 85-91
135; increasing need for, 118-119, 134; “Interview with Robert L. Payton, An,” 303-
internal resources of, 127-128; organiza- 309
tional perspective on, 161-163; trends in, Investment strategy case vignette, 213-216
122-123 Investor philanthropic style, 256, 257-258
“Human Service Organizations and Self-Help Irrevocable trusts: by alumni, 424-426, 429;
Groups: Can They Collaborate?” 159-172 and donor/development-effort relation-
ship, 414, 415, 416, 417, 418, 419, 430
I Irwin, D., 109-110
“Is There a Third Way? A Comparative Analy-
Ideology, and mergers, 384, 387, 388-389. sis of How the Law Treats Workers in the
See also Espoused statements; Values Nonprofit, Private-for-Profit, and Public
Illinois, 117-140, 446 Sectors,” 197-211
llsley, P. J., Enhancing the Volunteer Experience: Issues in Voluntary and Non-Profit Manage-
New Insights on Strengthening Volunteer ment: A Reader, reviewed, 93-97
J Law: and nonprofit stakeholders, 327; regard-
ing nonprofit liability, 67-83; regarding
Jerusalem, Israel, 377-378, 379-381 personnel management, 197-211. See also
Jewish congregations, 262, 263; role of clergy Liability; Personnel laws; Tax law
in, 264, 265, 267 Laycock, D. K., 327-328
Jewish philanthropy, 55, 58; archives of, 223 Leadership: board-centered, 236, 246; in board
Job tenure, of executive director, 179, 185, members, 342, 349, 353; conventional wis-
187, 190 dom on, 233-248; current crisis in, 245;
Joint Community Neighborhood Manage- effective, research studies on, 233-248; elit-
ment (JCNM), 381 ism in, case study, 393-409; frame analysis
Joint venture, for interorganizational collab- of, 237-238; human resources frame of,
oration, 167—169 237-238, 240, 242, 243; model for effective,
Jones v. Grant, 71, 80 246-246; political competition over, 383,
Journal of Policy Analysis and Management, 104 386; political frame of, 234, 236-237, 238,
Journals, on governmental policy, 103-104 240, 241-247; psychological centrality of
“Jurkiewicz, C. L., The Political Dimension of chief executive, 235-236, 246; structural
Effective Nonprofit Executive Leadership,” frame of, 237, 240, 242-243; style, for orga-
233-248 nizational change, 87, 89, 90-91. See also
Chief executive officers
K Leadership and Management of Volunteer Pro-
grams: A Guide for Volunteer Administra-
Katona, E. H., “The Development of State- tors, reviewed, 439-441
Level Nonprofit Data Bases,” 317-325 Leeds v. Harrison, 70, 77
Kearns, K. P., “Effective Nonprofit Board Legal advising, 13
Members as Seen by Executives and Board Legal organizations, mortality/survival of, 24,
Chairs,” 337-358 25, 26, 27
Keiser-Ruemmele, J., “The Development of Legitimacy, board, 178-179, 183, 184, 187,
State-Level Nonprofit Data Bases,” 317-325 188, 190, 191, 193
Kelly, G., 341-342 Legitimation strategies, 28, 30
Keynes, M., “Managing Voluntary and Non- Lewin’s field theory, 383
Profit Enterprises,” 93-97 Liability, nonprofit, 67-83; by donor type,
Klausen, K. K., “On the Malfunction of the 70-74; to executive officers, 72-73; issues
Generic Approach in Small Voluntary in, 79-81; to members, 76-78; and non-
Associations,” 275-290 profit organizations, 67-68. See also
Koinonia, 313 Accountability; Stakeholders
Krashinsky, M., “In Search of Common “Liability of Nonprofits to Donors, The,” 67-
Ground About the Commons,” 311-315 83
Kruger, E. J., “Nonprofit Boards and Percep- Liaison, 166
tions of Funding,” 3-18 Library of Congress, 223
Kula, 294, 296 Lindahl, W. E., “The Major Gift Donor Rela-
tionship: An Analysis of Donors and Con-
L tributions,” 411-432
List of values (LOV), 144-145, 146, 150,
Land-use/acquisition issues, case study, 393- aoa, oO
409 Litigation: and nonprofit liability, 67-83; and
Landgraf v. USA Film Products, 208 personnel management, 197-211. See also
Language: for corporate philanthropy, 291-292; Liability; Personnel laws
for nonprofit/voluntary sector, 311-315 Loans, for capital improvements, 134, 137