Nonprofit Management and Leadership 2007 - 2008: Vol 18 Index & Table of Contents

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VOLUME 18 INDEX
. 1, FALL 2007 ‘onprofit Versus Corporate Governance
. 2, WINTER 2007 115-2 \n Economic Approach,” 295-320; “Orga-
3, SPRING 2008 57 nizational Networks of Collaboration for
. 4, SUMMER 2008 »—584 nmunity-Based Living,” 275-293; “The
Relatiol terminantso f NonprofiWte b
Effectiveness An
141-156 [ he Role of
Advancing Nonprof in Volunteering,” 41-58
tiveness Reseat ps, Alleys, Ratio Analysis, and
Theses, 399 | [ DI t Urganizations —18 Three-
Akan,O . H., “Creating Pos il Campaigns,” 261-273
Community rganiz I rba regationsa s Incubatorso f Ser
Rediscovering | 193-214: “U.S. Non
Alessandrini, M TI for rofit ganizations Demand for
Communities reign Professionals,” 121—140
American philan
tions to, |
Strategic giving
Articles: “Advan rganizational ellectiveness
Effectiveness Resez
Theses,” 399-4] relation to organizational
Faith-Based -403, 411
175-191: “Contributions ted ance: emot'onal commitment
Funds: The Donor Orga | ( mbers and, 403: organizational
Relationship and Alun \ nd mn e and, 402-403: revenue pel
Behaviors,” 21
Compensation tud ll Make Difference: A New Design
mance, and Gend Differ for hip in Nonprofit and Public
Fundraising Profes } Or ns, reviewed, 101-107
Employee Creatis Contributions of Unre
ian Nonprolit Orgar [he Donor Organization—
Evaluating Philant onship and Alumni Attitudes
According to Their S 2 15—235
An expanded The I Boards That Make a Difference
actionsi n Voluntary Non} t Orga L Ne ( n for Leadershipi n Nonprofit
tions,” 157-173 Chet ng 1 Public Organizations, 101-107; Broken
for Women in DeLvVFe lopment Trust 1, Mismanagement, and Political
Nonprofit Association CEOs: How The Manipulation of America’s Largest Charitable
Context Shapes What, How, and hey lrus 380 Community Voices
Learn,” 19-39 ynprofit Organizat eating Sustainable Spaces, 111-112
Use of the Internet rs Odyssey 101-107: Grass
Communication Trend the Internet oots N by Women for Women: The
Sites of the Philanthr of Development in India,
514 INDEX
Book Reviews: (continued) “Collaborations with Faith-Based Social Ser-
reviewed, 385-389; Hardball Lobbying for vice Coalitions,” 175-191
Nonprofits: Read Advocacy for Nonprofits in Community-based living: coordination of
the New Century, 381-382; Lobbyinfgo r community services, 275-276; indepen-
Social Change, 381, 382-383; “Playing dent living centers and, 276; innovation,
Hardball,” 381-383; “The Search for 275-276; nonprofit sector and, 276; tran-
Sustainable Communities,” 111-112; sition of disabled persons to, 275
Strategic Giving: The Art and Science of Community-based living, organizational net-
Philanthropy, 109-110; “Through a Femi- works of collaboration for (study): actor
nist Lens,” 385-389; “Value Added,” betweenness centrality, 284-286; budget
109-110; “What Would the Princess and, 289; interagency collaboration, 277;
Want?”, 377-380 limitations of study, 288; methodology,
Broken Trust: Greed, Mismanagement, and 280-282; network characteristics of local
Political Manipulation of America’s Largest project sites, 287-288; network degree
Charitable Trust, reviewed, 377-380 centrality, 283-284; network density, 283;
relocation assistance, 289; relocation to
community-based setting, 289; strategic
bridging structure, 289-290; Texas Com-
Capital campaign: announcement of campaign munity Awareness and Relocation Services
to public, 262-263; campaign goals, 263; Project (CARS), 277-280
defined, 261-262; economic theories rele- Community organizations, positive change
vant to phasing, 262-263; impact philan- (case study): background of organization,
thropists, 263; phases of, 262; public phase, 489: benefits of Lewin model, 494-495;
262; purpose of, 261; quiet phase, 262 client base of organization, 489; client needs
Capital campaigns (study): development staff, evaluation, 492-493; community assess-
271; goal line phase, 269-270; goal theory, ment, 489-490; financial problems, 488;
271; growth phase, 269-270; leadership funding base of organization, +89; funding
donors, 270; leadership phase, 269-270; shortages, 488; internal assessment, 485;
likelihood of giving, 266-268; likelihood local perceptions, public survey of,
of giving, at forty percent completion, 490-491, 492; marketing approaches, eval-
270-271; likelihood of giving, at ninety- uation, 493; mission statement revision,
five percent completion, 271; likelihood of 493; moving/changing, 492-493; planned
giving, beyond the goal, 271-272; likeli- organizational change, 488-489; priorities,
hood of giving, early stages of campaign, revision of, 493-494; public awareness,
270; quiet phase, likelihood of giving in, 491-492: public image restructure, 492;
266, 271; research method, 264-266; refreezing, 493-494; self-assessment
three-phase model, 269 process, 489; unireezing, 490-492
Carver, J., Boards That Make a Difference: A Community Voices: Creating Sustainable
New Design for Leadership in Nonprofit and Spaces, reviewed, 111-112
Public Organizations, reviewed, 101-107 Compensation determinants, fundraising pro-
Carver, M. L., “Urban Congregations as Incu- fessionals (study): age, 457; analysis,
bators of Service Organizations,” 193-214 443-450; bonus and salary determinants,
Chafetz, J. S., “Collaborations with Faith- 456-457; certification, 457; compensation
Based Social Service Coalitions,” 175-191 as dependent variable, 441; control vari-
Chisolm, L. B., “What Would the Princess ables, 442; data, 441; dependent variable,
Want?”, review, 377-380 441; education, 457; empirical testing,
Cnaan, R. A., “The Role of Social Anxiety in 435-436; fundraising experience, 457;
Volunteering,” 41-58 gender, 440-456; human capital effects,
INDEX S15
457; independent variable, 442 purpose ol Corporate governance contractual gover-
ee )
study, 436-438; race, 457 Sample, +41 nance 297; core problem of, 303; defined,
Compensation for fundraising professionals 297: design of governance system, 303:
compensation packages, 43¢ empirical economic approach to analysis of, 296; eco-
testing, 435-436; factors allecting bonus nomics ol, 298-304; incomplete contracts,
and salary, 456-457: for-profit sector dif 299 30] 303; investments 299-301:
ferentiated, 438-439: full-time status literature, 295-296; mechanisms, 309: non-
gender and, 440, 450-456; geographical prolit governance, compared, 312-316;
location, 456 458; hirins objectives ol governance system 308-309;
456-457: incentive pay quasi-rents, 300 301; research-based analy-
nonprofit, 456; nondistribution con sis of, 295; residual rights of control, 312;
438-439; pay lor performance spe cil resources contribution ol,
450, 458: results oriented stakeholders and 97 299,
scrutiny ol, 436 traditional view of, 298-299
Congregation-based service types of, 297
munity development, 193 ositive Change in Community
“Contributions of Unrestricte¢ ns: A Case for Rediscovering
Donor Organization- -Public 55—496
and Alumni Attitudes ng Stabilizers and Safety Nets for Suc-
215-235 cxecutors High-Wire Act
Contributions of unrestricted fund
education organizations (st! sitivity in e-mail communications
216-217, 220, 224 buver-seller f e-mail, 77-78; conflict resolution,
218; contributions Wise USE ilture, 80; culture clash, 83; decoupled
224-228 data analysis | bonds, 85; face-threateninagc t (FTA),
amounts ol contributions linguistic politeness, 80-82; miscon-
organization—publi OPR messages, 85; neutral ground, 84-85;
donor organization—publi rication, 80; social norms, 83-84:
223-224. donor-organizati tor, 87-90
yee i
ship, 220-221 he he he ul
connectedness, 223: efficien D
zation, 221; evaluation ol
nizations, 219; external justificat ts of Compensation: A Study of
220; frequency of contribut nance and Gender Differences
internal/external strategic al ndraising Professionals 435-463
230-231; limitations of stu Dhebar, B. B \ Nonprofit Manager's Guide
literature review, 216-221 to Onl Volunteering, 497-506
,A
mission, 221: method, 224 Donabedian, B Street Lamps, Alleys, Ratio
tems model, 217, 218-219 \nalysis, and Nonprofit Organizations,” 5-18
tional donor development, 231 Donor organiz ation—public OPR) theory
connection, 230, 231 relatio detined, 22] donor connectedness
keting, 215-216 217-218 Huang’s model, 221—222; measurement of
dependence stakeholder theory donor organization relationship, 219; rela-
resource dependency theory, 215 tional nature of, 222
218-219, 220; tax-exempt status of orga Dr. Carver's Odyssey,” review 101-107
nizations, 220: unrestricted contributions Driscoll ( Creating Stabilizers and Safety
222-224: unrestricted resources, 2 ,d i ] Nets for Successor Executors’ High-Wire
viable enterprise scheme, 219 Act 34] ) > /
E traditions compared, 467; methodology,
470-472; motivational orientation, 470,
Ebaugh, H. R., “Collaborations with Faith- 472, 480; organizational culture, 468-469;
Based Social Service Coalitions,” 175-191 organizational norms, 472, 480; predictors
Efficiency measurement in nonprofit organi- of creativity, 478; sample, 470-471; sam-
zations: accounting based financial ratios, ple characteristics, 473-475; study limita-
7-9; actual physical output (AU), 12-13; tions, +79; survey instrument, 471-472;
actual units of output, 14; balanced score- translation of questionnaire, 47]
card, 7; charitable output, 9; charitable Employee creativity, cultural differences
units, 10; cost allocation methods, 8; cur- (study): collectivist culture, Lithuania,
rent year revenues not spent, 14; decom- 467; context of study, 466-467; individu-
position of performance, 13-14; DuPont alist culture, United States, 466—467
framework for analyzing return on equity “Employee Creativity in U.S. and Lithuanian
(ROE), 11, 13; efficiency defined, 6, 10; Nonprofit Organizations,” 465-488
factors affecting organizational perfor- Engagement in community, 110-111
mance, 10-13; Financial Accounting Stan- “Evaluating Philanthropic Foundations Accord-
dards Board, 7; financial ratios for, 5-9; ing to Their Social Values,” 417-434
functional categories of expenses, 8; Executive succession planning in healthcare
fundraising, 8; indices for valuation of out- organization (case study): CEO, develop-
puts, 6; for internal use, 7; organizational ment of organizational succession plan for,
strategy, 9; output measurement, 6-7, 9; 346-347; common executive coach, intro-
profitability measures for, 5; program duction of, 350-351; data analysis, 344;
expenses (PE), 12-13; standard measures data sources, 343-344; executive change
for whole nonprofit field, 7; standard qual- as loss, 345; executive change as positive
ity index, 14; standardized efficiency (SE), contribution, 344-345; family businesses
11-12; standardized units (SU) produced, and, 352-353; impact of executive depar-
11-13; total expenses (TE), 12-13, 14; tures, 344-346; linkages and stabilizers,
total output measurement, 10-11; total 346-348; literature, 342; methodology,
program expenses, 14; total revenue (TR), 343-344; organizational culture and, 352;
11-13, 14 participative leadership style, adoption of,
Employee creativity: culture and, 466; inno- 348; relay succession, 346-347; restructure
vation in nonprofit organizations and, into strategic business units, 347-348,
465-466; organizational performance and, 352; safety nets, 349-351, 352; sampling,
466; quality of service and, 466; wellbeing 344; strategic plan, development of, 348;
and, 466 succession planning defined, 341; succes-
Employee creativity, cultural differences in sion system, 352; time line of, 352; timely
United States and Lithuania (study): con- departures, planning of, 349; values-based
text dependency, 478; creativity defined, culture, preservation of, 352; values fit,
471; cultures compared, 466-467; demo- ensuring, 349; values of future leaders,
graphic characteristics, +72; education sys- entrenchment of, 350, 352
tems compared, 478; findings, 473-477; “An expanded Theory of Pluralistic Interac-
group climate, 469, 472; hierarchical tions in Voluntary Nonprofit Organiza-
levels, 478-479; hypotheses, 467-470; tions,” 157-173
independent variables, relationships
between, 475-477; job characteristics,
469-470, 472; leadershiip behavior mea-
surement, 471-472; leadershiip behaviors, Faith-based organizations: composition of,
468; management styles, 480; management 176; roots of, 176; urban congregations
(See Urban congregation spin-off of com H
munity service entities (stud
Faith-based social service coalitions, collabo landy, FE, Grassroots NGOs by Women for
rations with (study): civic o tio} Women: The Driving Force of Development
"
collaboration with, 181, 182: collabora in India, reviewed, 385-389
tion, defined, 180-181; data analysis Hardball Lobbying for Nonprofits: Read Advo-
180-187: faith-based social service coali cacy for Nonprofits in the New Century,
tion, defined, 179; forms of collaboration reviewed, 381-382
180; funding collaboration, 180; govern Herman, R. D., “Advancing Nonprofit Orga-
ment agencies, collaboration with nizational Effectiveness Research and
182; government funding, 1! 184, 186 Theory: Nine Theses,” 399-415
intensity of collaboration, 182 ‘ 5, B., Hardball Lobbying for Nonprof-
literature review, 176—] lical orga its: Read Advocacy for Nonprofits in the New
>
nizations, collaboration with, 181: meth y, reviewed, 381—3:
ods, 178-180; nonprofit coalit
other faith-based organizations, coll
tion with, 181-182: programn
oration, 180, 181: range of collaboration urcing: advantageso f, 123: educational level
182; religion, coalition policies and pra vise ipients, 125; factors affectinHg-1 B
tices regarding, 184—186, 187; secular not visa strategy, 125-127; labor demand strategy,
profits, collaboration with, 1 iz 123-1 prevailing wage and, 126-127;
of coalition, 186-187; s] al-purp processfo r obtaining visas, 124—125; resource
coalitions, collaboration with, 181, 182 base necessary for, 125-126; union interests
) ]
types ol organizations collaborated wit and, 126-127; visa programs for, 124
181: volunteer collaboration Internet fundraising: communication charac
Features: Case Studies: “Creating Positiy teristics analys -70: content of web
Change in Community Organizations: A sites, 65-66; description of traditional giv
Case for Rediscovering Lewit ing program on web site, 61-62, 67; devel
‘Creating Stabilizerasnd Safety Nets for Suc opment of relationships with donors, 71-72;
cessor Executors’ High-Wire Act,” 34] ynation processing, 66-67; expansion
Features: From the Field: “A Non t Man eyond one-time donations, 61; gratitude
agers Guide to Online Volunteering displays for donors, 67; history of, 59-60;
497-506; “Leadership Development Inside nteractivity, 66; literature review, 60-64; live
Out in Africa,” 359-375; “The Perils of I chat, 71; online stores, 67; public relations
mail Communicationsi n Nonprofi Of nd fundraising, 61-62; public relations
Feeney, S., Grassroots NGOs by ym fo defined, 61; receipts for donations, 67
Women: The Driving Force Developm wardship, 62: web design and, 63-64
in India, reviewed, 385-389 In 1et fundraising (study): future research,
79_7 ’
Foreign professionals. See Temporary eign limitations, 72-73; literature review,
professionals, demand fo1 +65; methodology, 64-65; Philanthropy
Frumpkin, P., Strategic Giving: The Art an 4 5; results, 65-70; sampling, 65
Scioef Pnhilacntherop y, reviewed, 109-110 S 1e1 Glass Ceiling for Women in
Development 321-339
G
Grassroots NGOs by Women |
Driving Force of Development in In ‘ 3, R Leadership Development Inside-
reviewed, 385-389 Africa,” 359-375
518 INDEX
Jaskyte, K., “Employee Creativity in U.S. and spirituality, 369; support from boards, 364;
Lithuanian Nonprofit Organizations,” use of power, 362; values and beliefs, 369;
465-488 Western management theory, 365, 367
Jay, E., “The Relational Determinants of Non- “Leadership Development Inside-Out in
profit Web Site Fundraising Effectiveness: Africa,” 359-375
An Exploratory Study,” 141-156 Lewin model of planned change: description
of, 487; moving/changing stage, 488,
K 492-493; refreezing stage, 488, 493-494;
role in planned organizational change,
Kassam, M., Grassroots NGOs by Women for 489; strategic planning and, 486; unfreez-
Women: The Driving Force of Development ing stage, 487-488, 490-492: use in non-
in India, reviewed, 385-389 profit organizational assessment and
King, S. P., Broken Trust: Greed, Mismanage- development, 494-495
ment, and Political Manipulation of Lindahl, W. E., “Three-Phase Capital Cam-
Americas Largest Charitable Trust, paigns,” 261-273
reviewed, 377-380 Lobbying for Social Change, reviewed, 381,
Kinney, N. T., “Urban Congregations as Incu- 382-383
bators of Service Organizations,” 193-214
M
McKee, M. ¢ “Creating Stabilizers and
Labor market conditions. See Temporary for- Safety Nets for Successor Executors’ High-
eign professionals, demand for Leadership Wire Act,” 341-357
development in Africa (study): acceptance of Medley, B. C., “Creating Positive Change in
responsibility, 363; aspirations, 370; catalysts Community Organizations: A Case for
of change, 367-369; coaching, 372; conflict- Rediscovering Lewin,” 485-496
ing concepts of leadership, 365-367; con- Mesch, D. J., “Determinants of Compensa-
gested lives of leaders, 363-365; content of tion: A Study of Pay, Performance, and
leadership change, 362-363; cultural per- Gender Differences for Fundraising Pro-
spectives on leadership, 365-366; determi- fessionals,” 435-463
nation, 370; donor demands, 364; examples Moore, L. L., “Is There a Glass Ceiling for
from others, 368-369; female leaders, Women in Development?” , 321-339
364-365; HIV/AIDS prevalence and, 365; Murray, V., “Dr. Carver's Odyssey,” review,
inner security, 369; inspiration from others, 101-107
368-369; internalization of change, 369-370;
leadership development programs, 371-372; N
leadership roles, changes in, 367; literature,
360; mentoring, 372; negative feedback, 368; Nathan, M. L., “Nonprofit Association CEOs:
neopatrimonial models of leadership, 365, How Their Context Shapes What, How,
366-367; openness to change, 369-370; and Why They Learn,” 19-39
organizational crisis, 367-368; participatory Nonprofit association CEO learning experiences
leadership style, 362-363; personal demands (study), 19-35; board relations, learning
on leaders, 364; personal discomfort or pain, about, 25-26, 28, 30-31, 33-35; contextual
368; position threatened, 368; positive lead- learning, 20, 29-30, 32-33; data analysis,
ership development interventions, 368; 23-24; data collection, 22; data reduction
process of leadership change, 363-371; rein- techniques, 28; executive coaches, 34; expe-
forcement of change, 370; research context, riential learning and job success, 19-20, 29;
362; self-confidence, 363; sense of self, 369; influencing tactics, 32; limitations, 24; limits
of peer relationships, 28 ngitudi volunteers, 504; expectations, communica
research, 31—32: method, 21; narrative n of, 501; feedback, gathering of, 504
thesis, 28-29; performance, learning abou ollow-up with rejected applicants, 502;
27-28; phenomenological research design ¥ for, 498: internal monitoring,
21; phenomenological research method, 2 international online volunteer
recommendations for practice, 32-35; ref exchanges, 498; methodology, 499: meth
tions for learning, 27, 28, 29, 33: relati: ip ds of communication, 503: motivationso f
oriented learning, 27-28 ults, 2 - role volunteers, 500-501: online volunteer
of CEO, 20-21; sample, 22-23; self as CEO assignments, common, 499; planning
learning about, 27; staff relations, learning 01; resources, 505-506; response
about, 26: successful governance and, 32 time tor communications, 503; routine
theoretical framework, 20: trustworthines ' n ition, value of, 502—504- success
24: vulnerability, 28-29, 31 lements lor, 498; time requirements for
“Nonprofit Association CEO low Theil I r assignments, 500; uses for online
Context Shape s What, | ' WI yunteer management, 497
They Learn,” 19-39 rganizational change: emergent change
Nonprofit governance, economic ap} cl yrocessi +86; organizational develop
corporate governance compa 12-31 ¢ ‘ planned change processes
donors and, 306-306: eff
298; efficient cooperati 29§ xterna rea tional effectiveness: board practices and
reporting, 311; mechanisms gOVi i | + apacity building and, 412: correct
309-312: multistakeholder ri management practiceasn d, 403—404-: defined
objectives of governance s through comparison, 400—401; interpretation
primary stakeholders, 309-311; pury activiti 4; multidimensional natureo f
of, 298; residual right nt ( +01: network levels of effectiveness and, 407
308, 309-310: shareholders as prin rganization levels of effectivenesasnd
stakeholders, 3 306; stakehold I 7, 408-409; outcomes assessment and
298, 304-308 316, 313 +] 1-412: program evaluationan d, 411-412
“Nonprofit Manager's Guide ne \ program levels of effectiveness and, 407-408
unteering, A,” 497-506 < al construction and, 404, 405, 410-411
Nonprofit organizations, measure! t of eff type organizations and, 406—407
ciency. See Efficiency measurement in non rganizational effectiveness, indicatorso f
profit organizations best practices, 403-405; board perfor
“Nonprofit Organizations Use ol u tern mance, 401-403: efficiency, 401; financial
A Content Analysis of Communicat riteria, 401: increased growth, 403; mul
Irenodn sth e Internet Sit f the Phila tiple criteria, 401; nonfinancial criteria
thropy 400,” 59-76 Ol: re nsiveness, 405—406
“Nonprofit Versus Corporate G ni rgani ional Networks of Collaboration
Economic Approach,” 295-32 or Community-Based Living,” 275-293
ational performance: board perfor
O mance and, 402-403; employee creativity
+66; interpersonal board compe
Online volunteering (study yllaborative tency and, 402-403
work, 503; commitment, evaluatior
communication, 501—504
tion of volunteering prog
data, 498-499; durationo f volunteer assign Paulin, S., Community Voices: Creating Sus
ments, 500; evaluation « xperience | tainable Spaces, reviewed, 111-112
520 INDEX
“Perils of E-mail Communications in Non- interactions, 168; sustained periodic interac-
profits, The,” 77-99 tion, 160, 169; task structure, 162—163; vol-
Perlmutter, ED.: “Through a Feminist Lens,” unteer social networks, 159
review, 385-389 Policy governance model for boards, 102-106
Philanthropic foundations: assessment Poole, D. L., “Organizational Networks of
defined, 422-423; defined, 417-418; eval- Collaboration for Community-Based Liv-
uation defined, 423; evaluation methods ing,” 275-293
of, 417; external evaluation, 423; internal Private foundation funding of higher educa-
evaluation, 423: vision of, 417; visions of tion civic engagement (case study):
better world by, 418-419 Carnegie Corporation of New York,
Philanthropic foundations, social values: bud- 241-242; Pew Charitable trusts, 242-243;
get worksheet, 427; budgeting according priority shifts by foundations, 241-248;
to, 426-428; consistency evaluation, reasons for, 240; transformation of higher
429-431; cenveyance by grants and pro- education institutions 243-245; W.K
gram priorities, 428; evaluation, 428-431; Kellogg Foundation, 243-245; youth vot-
identification and measurement, 424-426; ing as foundation priority, 242-243
list of, 421; mission of foundation and, 422; vate foundations: accountability of, 238,
organizational values defined, 420; referent 239, 246-247, 249-250; funding priorities
for performance evaluation, 423; social val- of, 238-239; improvement of public good,
ues account statement, 429; social values record of, 238; independence, exercise of,
consistency worksheet, 430; social val- 239, 247-248, 249-250: innovation by,
ues defined, 419-420; social values units 246, 249-250; innovation potential of,
(SVUs), 426 237-238: as innovators, 239; researcher
Pipes, P. F, “Collaborations with Faith-Based access to, 238; tax-exempt status of, 238
Social Service Coalitions,” 175-191
Planned organizational change: community R
organizations and, 488-489; Lewin model
and, 489; strategic planning, 488-489 Ranade, B., Grassroots NGOs by Women fo1
“Playing Hardball,” review, 381-383 Women: The Driving Force of Development
Pluralistic interactions in voluntary organiza- in India, reviewed, 385-389
tions (study): activity contexts, 163-165; “The Relational Determinants of Nonprofit
bounded relational demands, 160; data Web Site Fundraising Effectiveness: An
analysis, 162; data collection, 161-162; Exploratory Study,” 141-156
diversity research, 157-158; effective inter- Religious congregations: creation of
actions, 162-165, 167; ethnic bridging of autonomous organizations, 194: defined,
social capital, 158-159; group composition, 195; philanthropy of, 194; philanthropy to,
165-166; ineffective interactions, 165-166, 193-194: revitalization of local communi-
168; key diversity conditions, 160; key diver- ties and, 193-194: tax treatment and
sity processes, 159; learning, importance of, government funding, 195
167-168, 169; limitations of study, 170; Renz, D. O., “Advancing Nonprofit Organi-
methodology, 160-161; mission-relevant zational Effectiveness Research and The-
interactions, 159; organizational identifica- ory: Nine Theses,” 399—415
tion, 167, 168; organizationally distinctive Richan, W. C., Lobbying for Social Change,
routines, 159; recategorization, 159, 167; reviewed, 381, 382-383
representation-interaction model of diversity, “The Role of Social Anxiety in Volunteering,”
158-160; shared organizational know-how, 41-58
160; social capital, 159, 168-169, struc- Rooney, P. M., “Determinants of Compensa-
ture for success, 160; structuring of task tion: A Study of Pay, Performance, and
Gendet Dilferences Alleys, Ratio Analvsis, and
Professionals 435-463 \reanizations,’ 5—18
Roth, R. W., Broken Trust \( rit ym munities community-level
ment, and Political Manipu all businesses, Ll1]11: indigenous
Largest Charitable Trust activism 11] mental health
it t ical ecology case studies
1ovements, hisTi tanod rthyeor y
nm We stern Australia, 111; youth pat
Salipante, P. | Jt An expand rovernment, 111
Pluralistic Interactions in
profit Organizations
Sampson, S. D Is There i Gl' as
Women in Deve s1Oepi!I I nent gn pi rolessi ons ls, demand for
Sargeant, A., “The RelationaDle t I>)
NonprWeob Sfitie Ftun d: } gn professionals, demand for
ness: An Exploratory Stud ypriaotf eforneiegn swsork -
The Seaforr Scusthai na contingent employment
review, L11—112 itional mobilit professional
Seshadri, S., “The Perils o > ] ) data sources 127
catiin oNonnprosfit s auions patte rms in 131-134
SherlockJ,. J Non] yront ‘t ed iss.u es, |1 3> 5 government
How Their Cont wt SI | visa program, 136 H-1B
and Why | he \ Cali sourcing See Insourcing):
Smith _ Value Added cation 13] occupa
Social anxiety anc |A V4 organizational
apprehension, 44; concept zations which
ety, 42-43: decision poi! 13] permanent
sity of volunteerpo 135 pe rsona career devel-
importance I n recrurilt itn esoubarse,c reilantiognsh ip
mentoring nprr OPtY«T im, 3 submission 13] sampling
tion in lieu of volunteeri: ( ol organization 134: vari
>
parent, importance In! 10: wage olfers 132- 133, 137
social anxiety definec apital Campaigns 261-273
+9
ely disordet TI), SOCIAal nist Lens 385-389
tual online volunteering Street I amps Ratio
recruitment fallacy d Nonprofit Organizations >—-18
Social anxiety and ]i vol |\ S. Nonprofit Organizations
(study): conclu| sio1 lor Temporary Foreign Profes-
45-46, 48-52: instr 140
methods 46-—48 re
results, 48-52; sample, 4¢
Speckbacher,G NonprohVte r
Governance \ n Economik regation tormatofi coommunnit y
295-320 itities (study autonomy, rapid
Stokes, B., “A Nonprofit Managers Guide to 204: clergy, 210022. 209 congrega-
Online Volunteering,” 497-506 nal assistance 210 emancipation,i n
Strategic Giving: Th The Art and Science incubati 208; financial support, in incu-
anthropy, reviewed, 109-110 bation,2 20 4—206: governance, in incubation,
522 INDEX
Urban congregation formation of community management of, 143; personalization of site,
service entities (study): (continued) 144; purpose of web sites, 153; quality of
207-208; housing insecurity problems, information provided at site, 144, 152; qual-
210-211; incubation activity, 204-208, 210; ity of service to donors, 143; relational crite-
incubator, defined, 204; individual initia- ria, correlation with performance, 148-152;
tive, 202—203: innovators, 200—202, 209: relationship marketing defined, 142; research
methodology, 198-199; personal growth strategy, 145-150
opportunities, 209; physical space, in incu- Weisinger, J. Y., “An expanded Theory of Plu-
bation, 204—205; potential benefits for con- ralistic Interactions in Voluntary Nonprofit
gregation, 210; professional advancement Organizations,” 157-173
opportunity, 209; range of services, 211; West, D. C., “The Relational Determinants of
sample, 197-198; skills transfer, in incuba- Nonprofit Web Site Fundraising Effective-
tion, 206-207; specialized services, need ness: An Exploratory Study,” 141-156
for, 203-204; spin-off, defined, 195-197; “What Would the Princess Want?,” review,
spin-off ties to congregation, 200-202; sub- 377-380
group initiative, 202-204 Whitman, J. R., “Evaluating Philanthropic
Urban congregation spin-off of community Foundations According to Their Social
service entities (study): literature, Values,” 417-434
195-197; public policy implications, 194 Wise, L. R., “U.S. Nonprofit Organizations’
“Urban Congregations as Incubators of Ser- Demand for Temporary Foreign Profes-
vice Organizations,” 193-214 sionals,” 121-140
“U.S. Nonprofit Organizations’ Demand for Women in development, glass ceiling (study):
Temporary Foreign Professionals,” 121-140 best practices for gender equity, 335-336;
education levels by gender, 329; experi-
Vv
ence level by gender, 329, 334; fundraising
field, 329, 334; glass ceiling, defined,
“Value Added,” review, 109-110 321-322; job dropout and_ gender,
Volunteer recruitment: methods of, 41; per- 331-332; job titles by gender, 327-329,
sonal asking, 41-42; phases of, 42; social 334; nonprofit boards and, 324; nonprofit
anxiety and (See Social anxiety and volun- fundraising and, 324; nonprofit sector,
teer recruitment); surveys of volunteers 322; organization type and gender, 329;
and nonvolunteers, 42 organizational budget and gender, 330,
334-335; pay equity, 322, 323-324; pen-
W sion plan by gender, 329, 334; research
methodology, 325; salary distribution, 334;
Waters, R. D., “Nonprofit Organizations’ Use satisfaction with salary levels by gender,
of the Internet: A Content Analysis of 329; wage disparity and glass ceiling,
Communication Trends on the Internet 333-335; wage gap between men and
Sites of the Philanthropy 400,” 59-76 women, 321-322; wage gap over time,
Web site fundraising effectiveness (study): acces- 332-333; weighted average salary, 326-327;
sibility of site, 143; charities currently using, women in management, 322, 323
141-142; content assessment of web sites, Wright, M. H., “Contributions of Unrestricted
145, 147-150; costs, 152-153; data capture, Funds: The Donor Organization—Public
145-146; description of donation goals, 143; Relationship and Alumni Attitudes and
e-relationship marketing, 142-145; fundrais- Behaviors,” 215-235
ing performance, 144; interaction, 143-144, Wyland, M. L., ‘Playing Hardball,” review,
measurement, 145, 146-147; personal data, 381-383