Nonprofit Management and Leadership 2008 - 2009: Vol 19 Index & Table of Contents

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VOLUME 19 INDEX
NO. 1, FALL 2008 1-136 Giving,” 467-485; “Linking Collegiate
NO. 2, WINTER 2008 137-262 Service-Learning to Future Volunteerism,”
NO. 3, SPRING 2009 263-416 3-21; “Measuring Social Values in Philan-
NO. 4, SUMMER 2009 417-574 thropic Foundations,” 305-321; “The
Nonprofit Leadership Deficit: A Case for
A More Optimism,” 285-300; “On the Same
Page: The Value of Paid and Volunteer
“Adapting Question Mapping as a Method- Leaders Sharing Mental Models in
ology to Help Make Sense of a Commu- Churches,” 203-215; “Put me in, Coach”:
nity’s Collective Wisdom and Shared A Pilot Evaluation of Executive Coaching
Futures,” 367-383 in the Nonprofit Sector,” 507-521; “Solu-
“Adapting Surveys for Nonprofit Research,” tions Out of Context: Examining the
387-400 Transfer of Business Concepts to Nonprofit
Alexander, J. A., “Factors Affecting Member Organizations,” 153-168; “Survival in
Perceptions of Coalition Impact,” 327-344 Local Voluntary Associations,” 267-281;
Articles: “Best practices in Board Governance: “Variation in Part-Time Job Quality Within
Evidence from South Carolina,” 189-201; the Nonprofit Human Service Sector,”
“Collaboration in Foundation Grantor- 421-438
Grantee Relationships,” 27-41; “A Critical
Cross-Cultural Perspective for Developing
Nonprofit International Management B
Capacity,” 443-461; “The Decline of Moti-
vation?: From Commitment to Dropping Baby boomers: baby echo generation and,
Out of Volunteering,” 65-76; “Determi- 294; delayed retirements of, 291-293;
nants of Fraud Losses in Nonprofit Orga- demographics of baby boom leaders,
nizations,” 45-59; “Does Meeting 287-289; labor market dynamics and,
Standards Affect Charitable Giving?: An 289-291; mergers, consolidations, and,
Empirical Study of New York Metropolitan 297-298; retiring baby boomers and leader-
Area Charities,” 349-363; “The Economic ship deficit, 285, 286, 300; as volunteers,
Value of Volunteers to Nonprofit Organi- 298-299
zations,” 491-505; “Factors Affecting Basinger, N. W., “Where You Stand Depends
Member Perceptions of Coalition Impact,” on Where You Sit: Participation and Reac-
327-344, “Fundraising in the New Phil- tions to Change,” 243-255
anthropy Environment: The Benefits and Beck, T. E., “Solutions Out of Context: Exam-
Challenges of Working with Giving Cir- ining the Transfer of Business Concepts to
cles,” 141-150; “Getting to Yes . . . or No: Nonprofit Organizations,” 153-171
Nonprofit Decision Making and Interorga- Beimers, D., “Put me in, Coach”: A Pilot
nizational Restructuring,” 221-239; “His- Evaluation of Executive Coaching in the
panic Charitable Giving: An Opportunity Nonprofit Sector,” 507-521
for Nonprofit Development,” 173-185; Best practices: board governance and,
“Keeping Up with the Joneses: The Rela- 189-200
tionship of Perceived Descriptive Social Better Business Bureau (BBB) standards and
Norms, Social Information, and Charitable giving behavior (study): BBB standards,
NONPROFIT MANAGEMENT & LEADERSHIP, vol. 19, no. 4,S ummer 2009 © 2009 Wiley Periodicals, Inc
565
566 INDEX
349, 350; characteristics that affect public Brooks, A. C.: Who Really Cares: America’s
support, 351-354; crowding-in effect, 353, Charity Divide—Who Gives, Who Doesnt,
360; data, 355-356; descriptive statistics and Why It Matters, reviewed, 123-128
on, 357-359; meeting BBB standards and “Building Stronger Weak Ties among a
increased support, 354-355, 362-363 Diverse Pool of Emergent Nonprofit Lead-
The Billionaire Who Wasn't: How Chuck Feeney ers of Color,” 523-546
Secretly Made and Gave Away a Fortune, Business concepts, transfer of (study): chal-
reviewed, 123-128 lenges in, 153-154; conclusions on,
Bogdanova, M.: “The British Are Not Com- 166-168; deadly combinations, 164; orga-
ing!: UK Higher Education and the Non- nizational culture and, 155-157; organiza-
profit Sector,” 79-96 tional size and, 157-158, 165; powerful
Book Reviews: The Billionaire Who Wasn't: combinations, 164; research methods,
How Chuck Feeney Secretly Made and Gave 158-164
Away a Fortune, 123-128; Challenges in
Volunteer Management, 549-558; The Deci- C
sion to Volunteer: Why People Give Their
Time and How You Can Engage Them, Campbell, D. A., “Getting to Yes . . . or No:
549-558; The 11 Questions Every Donor Nonprofit Decision Making and Interorga-
Asks and the Answers All Donors Crave, nizational Restructuring,” 221-239
411-412; The Foundation: A Great Ameri- Carter, V. B., “Hispanic Charitable Giving: An
can Secret, 123-128; Foundations and Pub- Opportunity for Nonprofit Development,”
lic Policy: The Mask of Pluralism, 123-128; 173-185
“Philanthropy and Accountability in Challenges in Volunteer Management,
Europe,” 405-409; Philanthropy in Europe: reviewed, 549-558
A Rich Past, A Promising Future 405-409; Change, reactions to (case study): cross-
“Searching for Critical Issues in Philan- cultural management of, 452-453; insider/
thropy,” 123-128; “From Social Change outsider perspective, 247-251; methodol-
Organizations to Social Movements,” ogy, 245-246; mergers as change, 243-244;
129-132; Volunteers: A Social Profile, outsider perspective, 251-253; participa-
549-558; “What Donors Want,” 411-412; tion in decision making and, 254; secrecy,
Who Really Cares: Americas Charity openness, and, 245
Divide—Who Gives, Who Doesn't, and Why Chen, B., “Does Meeting Standards Affect
It Matters, 123-128; “The Why and How Charitable Giving?: An Empirical Study of
of Volunteering,” 549-558 New York Metropolitan Area Charities,”
Bowman, W., “The Economic Value of Vol- 349-363
unteers to Nonprofit Organizations,” Chetkovich, C.: From the Ground Up: Grass-
491-505 roots Organizations Making Social Change,
“The British Are Not Coming!: UK Higher reviewed, 129-132
Education and the Nonprofit Sector,” Churches, shared mental models in (study):
79-96 command-and-control hierarchy and, 215;
British nonprofit sector: comment on, discussion of, 213-215; improved organi-
101-104; early voluntary sector manage- zational performance and, 213-214; study
ment programs and, 84-86; future for, methods, 208-212
94-96; growth of, 80-83; management Coaching, executive (study): as critical tool,
education and, 86-87; profile of UK 520-521; data collection, 511-513; goal
higher education and, 83-84; reflections accomplishment and, 515-517; impact of,
on, 92-94; university as barrier and, 517-518; in interpersonal skills, 511;
87-90 model, 508-510; participant views of,
INDEX 567
513-515; in personal effectiveness, 511; in The Decision to Volunteer: Why People Give
professional skills, 510-511; purpose of, Their Time and How You Can Engage Them,
508; study limitations, 518-519; three con- reviewed, 549-558
cepts for, 510; turnover among executives “The Decline of Motivation?: From Commit-
and, 507-508, 520-521 ment to Dropping Out of Volunteering,”
Coalition impact, member perceptions of 65-76
(study): Communities That Care coalition Derrickson, S., “Building Stronger Weak Ties
model, 331-332, 342; descriptive statistics among a Diverse Pool of Emergent Non-
for, 337-340; hypotheses about, 328-331; profit Leaders of Color,” 523-546
measuring, 333-336; member participa- “Determinants of Fraud Losses in Nonprofit
tion and, 340, 343; performance strategies Organizations,” 45-59
and, 343-344 Dignam, M., The Decision to Volunteer: Why
“Collaboration in Foundation Grantor- People Give Their Time and How You Can
Grantee Relationships,” 27-41 Engage Them, reviewed, 549-558
Collaboration in grantor-grantee relationships: “Does Meeting Standards Affect Charitable
discussion of, 40-41; impact of collabora- Giving?: An Empirical Study of New York
tive relationships, 28-30; investigation in Metropolitan Area Charities,” 349-363
the field, 30-31; theoretical considerations Donors, giving behavior of existing (experi-
of, 31-39 mental study): causality and, 478, 479;
“A Critical Cross-Cultural Perspective for social desirability and, 479-480; social
Developing Nonprofit International Man- information and, 480-482, 483, 484
agement Capacity,” 443-461 Donors, giving behavior of existing (field
Croson, R., “Keeping Up with the Joneses: study): actual contribution in year after
The Relationship of Perceived Descriptive survey, +77; actual contribution in year
Social Norms, Social Information, and prior to survey, 476-477; average actual
Charitable Giving,” 467-485 contributions, 475-476; descriptive social
Cross-cultural management agenda: capacity norms and, 467, 468, 470-471, 478; donor
building, 450-456; as critical success fac- survey, 472-473; literature on, 469-472;
tor, 443-444; developing-developed world- self-reported contributions, 474-475;
view, 445, 447-448; framework lor, 446; social information and, 471, 472
humanistic management approaches within Duchon, D., “On the Same Page: The Value of
Africa, 448-449; impact assessment, Paid and Volunteer Leaders Sharing Men-
456-458; locus of human value, 445; tal Models in Churches,” 203-215
postinstrumentalism, 448; research propo-
sitions and capacity building, 458-461 E
D Economic value of volunteers: Australian case
study, 497--500; demand price and replace-
Decision making and interorganizational ment cost, 491, 493-495; no precise num-
restructuring (case study): board roles and, bers for, 503-504; output-based approach
237; data collection, 224-225; literature to calculating, 495-497; U.S. survey results
review on, 222-223; overview of cases, on, 500-503; value theory, 492-497
225-227; power, trust, and, 236-237, 238; “The Economic Value of Volunteers to Non-
process characteristics, 231-236; process profit Organizations,” 491-505
customization, 238; process structure, Eikenberry, A., “Fundraising in the New Phil-
227-231, research design, 223-224; three anthropy Environment: The Benefits and
core elements, 238; two-agency versus Challenges of Working with Giving Cir-
multiagency restructuring, 237 cles,” 141-150
568 INDEX
The 11 Questions Every Donor Asks and the The Foundation: A Great American Secret,
Answers All Donors Crave, reviewed, reviewed, 123-128
411-412 Foundation grantor-grantee relationships: col-
Executive coaching (study): as critical tool, laborative relationships and their impact,
520-521; data collection, 511-513; goal 28-30; discussion of, 40-41; general rela-
accomplishment and, 515--517; impact of, tionship considerations and, 32-35; investi-
517-518; in interp<rsonal skills, 511; gation in the field, 30-31; person-to-person
model, 508-510; participant views of, considerations and, 37-39; psychological
513-515; in personal effectiveness, 511; in contracts and, 35-36; theoretical considera-
professional skills, 510-511; purpose of, tions of, 31-39
508; study limitations, 518-519; three con- Foundations and Public Policy: The Mask of
cepts for, 510; turnover among executives Pluralism, reviewed, 123-128
and, 507-508, 520-521 Fraud losses in nonprofit organizations: dis-
cussion of, 57-58; offender characteristics
and, 47-48; statistics on, 45-46; study on,
F 49-57; victim characteristics and, 48-49
“From Social Change Organizations to Social
“Factors Affecting Member Perceptions of Movements,” review, 129-132
Coalition Impact,” 327-344 From the Ground Up: Grassroots Organizations
Fairfield, K. D.: “Collaboration in Foundation Making Social Change, reviewed, 129-132
Grantor-Grantee Relationships,” 27-41 “Fundraising in the New Philanthropy
Features: Case Studies: “Succession, Strat- Environment: The Benefits and Chal-
egy, Culture, and Change at Santropol lenges of Working with Giving Circles,”
Roulant,” 107-121; “Where You Stand 141-152
Depends on Where You Sit: Participation Future volunteerism, prediction of: conclu-
and Reactions to Change,” 243-255 sions on, 20; discussion on, 14-15; future
Features: Commentary: “The British Are Not research on, 19-20; implications of find-
Coming!: UK Higher Education and the ings on, 15-18; literature review on, 6-9;
Nonprofit Sector,” 79-96 model for, 9-12
Features: From the Field: “Adapting Question
Mapping as a Methodology to Help Make
Sense of a Community's Collective Wisdom G
and Shared Futures,” 367-383; “Building
Stronger Weak Ties Among a Diverse Pool Gazley, B., The Decision to Volunteer: Why Peo-
of Emergent Nonprofit Leaders of Color,” ple Give Their Time and How You Can
523-546 Engage Them, reviewed, 549-558
Feinberg, M., “Factors Affecting Member Per- Gelles, E., “Adapting Question Mapping as a
ceptions of Coalition Impact,” 327-344 Methodology to Help Make Sense of a
Fischer, R. L., “Put me in, Coach”: A Pilot Community’ Collective Wisdom and
Evaluation of Executive Coaching in the Shared Futures,” 367-383
Nonprofit Sector,” 507-521 Gelles, E., “Building Stronger Weak Ties
Fleishman, J.: The Foundation: A Great Amer- among a Diverse Pool of Emergent Non-
ican Secret, reviewed, 123-128 profit Leaders of Color,” 523-546
Flunker, L.: “Linking Collegiate Service- “Getting to Yes... or No: Nonprofit Decision
Learning to Future Volunteerism,” 3-21 Making and Interorganizational Restruc-
Folsom, J. T, “Building Stronger Weak Ties turing,” 221-239
among a Diverse Pool of Emergent Non- Giving behavior of existing donors (experi-
profit Leaders of Color,” 523-546 mental study): causality and, +78, 479;
569
social desirability and, 479-480; social
information and, 480-482, 483, 484
Giving behavior of existing donors (field Jackson, T., “A Critical Cross-Cultural Per-
study): actual contribution in year after spective for Developing Nonprofit Inter-
survey, 477; actual contribution in year national Management Capacity,” 443-461
prior to survey, 476-477; average actual Jobs, part-time (study): benefits access, 421,
contributions, 475-476; descriptive social 432-435; conclusions on, 437-438;
norms and, 467, 468, 470-471, 478; employee sorting into part-time jobs, 429,
donor survey, 472-473, literature on, 430-432; labor supply and demand issues
469-472; self-reported contributions, in nonprofit human service agencies,
474-475; social information and, 471, 425-426; literature review on, 423-425;
472 methodology, 428-430; opportunities pro-
Giving circles: benefits of, 145-146; chal- vided by, 429-430; part-time labor supply,
lenges of, 146-149; conclusions on, 424-425; retention and secondary jobs,
149-150; defined, 142, 143; six character- 422; three questions for, 427-428
istics of, 143; three types of, 143-144 Johnson, J. L., “The Nonprofit Leadership
Grantor-grantee relationships: discussion of, Deficit: A Case for More Optimism,”
40-41; impact of collaborative relation- 285-300
ships, 28-30; investigation in the field,
30-31; theoretical considerations of, 31-39
K
“Keeping Up with the Joneses: The Relation-
H
ship of Perceived Descriptive Social
Norms, Social Information, and Charitable
Haley-Lock, A., “Variation in Part-Time Job
Giving,” 467-485
Quality Within the Nonprofit Human Ser-
vice Sector,” 421-438
Handy, FE, “Keeping Up with the Joneses: The L
Relationship of Perceived Descriptive
Social Norms, Social Information, and Leaders, coaching (study): as critical tool,
Charitable Giving,” 467-485 520-521; data collection, 511-513; goal
Handy, F, “The Why and How of Volunteer- accomplishment and, 515-517; impact of,
ing,” review, 549-558 517-518; in interpersonal skills, 511;
“Hispanic Charitable Giving: An Opportunity model, 508-510; participant views of,
for Nonprofit Development,” 173-185 513-515; in personal effectiveness, 511; in
Hispanic charitable giving (study): data, professional skills, 510-511; purpose of,
177-178; history of, 174-175; past 508; study limitations, 518-519; three con-
research on, 175-177; payroll deduction cepts for, 510; turnover among executives
and, 181, 183, 184; phone solicitations and, 507-508, 520-521
and, 183, 185; prioritization of, 179-180; Leaders, shared mental models among paid
research questions, 177; statistics on, and volunteer (study): decision processes
173-174; study limitations, 183-184 and, 206-207; getting “on the same page,”
Hodges,J . L., “What Donors Want,” review, 203-205; goals and, 207-208; importance
411-412 of, 205-206
Holtfreter, K.: “Determinants of Fraud Losses Leaders of color, ties among: conclusions on,
in Nonprofit Organizations,” 45-59 542-545; Fellows Program and, 526-527;
Hustinx, L., “The Why and How of Volun- intentional programming and, 536; litera-
teering,” review, 549-558 ture review on social network ties,
570 INDEX
524-525; mentoring, 535, 537, 538; net- postinstrumentalism, 448; research propo-
work demographics, 532-535; social sitions and capacity building, 458-461
network analysis, 527-528, 529 Martinez, P. G., “On the Same Page: The
Leadership deficit: baby boom volunteering Value of Paid and Volunteer Leaders Shar-
and, 298-299; baby echo generation and, ing Mental Models in Churches,” 203-215
294; delayed retirements and, 291-293; Marx,J . D., “Hispanic Charitable Giving: An
demographics of baby boom leaders, Opportunity for Nonprofit Development,”
287-289; labor market dynamics and, 173-185
289-291; mergers, consolidations, and, McKinnon, H., The 11 Questions Every Donor
297-298: recruitment from other sectors Asks and the Answers All Donors Crave,
and, 295-296; retiring baby boomers and, reviewed, 411-412
285, 286, 300; venture philanthropy and, “Measuring Social Values in Philanthropic
299 Foundations,” 305-321
Leadership development programs: job Mental models among paid and volunteer
change ironies and, 539-540; public sec- leaders, shared: decision processes and,
tor connections and, 540-541; releasing 206-207; getting “on the same page,”
bonded social capital with, 540 203-205; goals and, 207-208; leaders and
Lengnick-Hall, C. A., “Solutions Out of Con- shared task mental models, 205-206
text: Examining the Transfer of Business Mental models in churches, shared (study):
Concepts to Nonprofit Organizations,” command-and-control hierarchy and, 215;
153-171 discussion of, 213-215; improved organi-
Lengnick-Hall, M. L., “Solutions Out of Con- zational performance and, 213-214; study
text: Examining the Transfer of Business methods, 208-212
Concepts to Nonprofit Organizations,” Mergers, reactions to (case study): insider/
153-171 outsider perspective, 247-251; mergers as
Lester, S. W.: “Linking Collegiate Service- change, 243-244; outsider perspective,
Learning to Future Volunteerism,” 3-21 251-253; participation in decision mak-
Liao-Troth, M., Challenges in Volunteer Man- ing and, 254; secrecy, openness, and, 245;
agement, reviewed, 549-558 study methodology, 245-246
“Linking Collegiate Service-Learning to Merrick, M, “Building Stronger Weak Ties
Future Volunteerism,” 3-21 among a Diverse Pool of Emergent Non-
Ludeman, R. F, “Adapting Question Mapping profit Leaders of Color,” 523-546
as a Methodology to Help Make Sense of a Murray, E. J.: “Succession, Strategy, Culture,
Community's Collective Wisdom and and Change at Santropol Roulant,” 107-121
Shared Futures,” 367-383 Musick, M. A., Volunteers: A Social Profile,
reviewed, 549-558
M
N
MacDonald, M., Philanthropy in Europe: A
Neville, L.: “Succession, Strategy, Culture, and
Rich Past, A Promising Future, reviewed,
Change at Santropol Roulant,” 107-121
405-409
“The Nonprofit Leadership Deficit: A Case for
Management agenda, cross-cultural: capacity
More Optimism,” 285-300
building, 450-456; as critical success fac-
tor, 443-444, developing-developed world- O
view, 445, 447-448; framework for, 446;
humanistic management approaches within O’Clery, C.: The Billionaire Who Wasn't: How
Africa, 448-449; impact assessment, Chuck Feeney Secretly Made and Gave Away
456-458; locus of human value, 445; a Fortune, reviewed, 123-128
INDEX 571
“On the Same Page: The Value of Paid and Plowman, D. A., “On the Same Page: The
Volunteer Leaders Sharing Mental Models Value of Paid and Volunteer Leaders Shar-
in Churches,” 203-215 ing Mental Models in Churches,” 203-215
Organizational change, reactions to (case “Put me in, Coach”: A Pilot Evaluation of
study): cross-cultural management of, Executive Coaching in the Nonprofit Sec-
452-453; insider/outsider perspective, tor,” 507-521
247-251; methodology, 245-246; mergers
as change, 243-244; outsider perspective, Q
251-253; participation in decision mak-
ing and, 254; secrecy, openness, and, 245 Question mapping: key concepts and original
Organizational survival (study): data and intent of, 369-370; maps for a summit, 379,
methods, 274-275; deterministic factors 380; real-time application of, 370-373; at
in, 268, 269-271, 277; factors in, 267, 278; summit in post-9/11 world, 367-368,
newness as liability in, 277, 278, 279; pop- 374-375, three main stages of, 375-378; as
ulation growth and, 275, 276, 277, 279; a tool, 381-382; value of, 382-383
smallness as liability in, 278, 279; urban
proximity and, 275, 276, 277, 279; volun- R
taristic factors in, 271-274
Otis, F “Building Stronger Weak Ties among a estructuring and decision making (case
Diverse Pool of Emergent Nonprofit Lead- study): board roles and, 237; data collec-
ers of Color,” 523-546 tion, 224-225; literature review on,
222-223; overview of cases, 225-227;
P power, trust, and, 236-237, 238; process
characteristics, 231-236; process cus-
Palmer, P: “The British Are Not Coming!: UK tomization, 238; process structure,
Higher Education and the Nonprofit Sec- 227-231; research design, 223-224; three
tor,” 79-96 core elements, 238; two-agency versus
Part-time job quality (study): benefits access, multiagency restructuring, 237
421, 432-435; conclusions on, 437-438; Ritchie, W. J., “Adapting Surveys for Non-
employee sorting into part-time jobs, 429, profit Research,” 387-400
430-432; labor supply and demand issues Roelofs, J.: Foundations and Public Policy: The
in nonprofit human service agencies, Mask of Pluralism, reviewed, 123-128
425-426; literature review on, 423-425;
methodology, 428-430; opportunities pro- S
vided by part-time work, 429-430; part-
time labor supply, 424-425; retention and Santropol Roulant (case study): description
secondary jobs, 422; three questions for, of, 107; early years of, 108-110; financing,
427-428 112-113; governance changes at, 119-120,
Paton, R.: Comment on “The British Are Not life of projects at, 113-115; living organi-
Coming!: UK Higher Education and the zation exhibit and, 111-112; organiza-
Nonprofit Sector,” 101-104 tional structure of, 117-118; renewal of,
Peterson, J. R., “Where You Stand Depends 110; staff turnover at, 115, 116, 118-119
on Where You Sit: Participation and Reac- “Searching for Critical Issues in Philan-
tions to Change,” 243-255 thropy,” review, 123-128
“Philanthropy and Accountability in Europe,” Shang, J., “Keeping Up with the Joneses: The
review, 405-409 Relationship of Perceived Descriptive
Philanthropy in Europe: A Rich Past, A Promis- Social Norms, Social Information, and
ing Future, reviewed, 405-409 Charitable Giving,” 467-485
572 INDEX
Sherlock, J. J., “Adapting Surveys for Non- programs and, 84-86; future for, 94-96;
profit Research,” 387-400 growth of, 80-83; management education
“From Social Change Organizations to Social and, 86-87; profile of UK higher educa-
Movements,” review, 129-132 tion and, 83-84; reflections on, 92-94;
Social values in philanthropic foundations: university as barrier and, 87-90
instrument for measuring, 308-314; mis-
V
sion statements and, 306; as normative
beliefs, 309; rating scale for values, 310;
social accounting considerations, 320-321; Van Til, J.: “Searching for Critical Issues in
sources of social values, 311 Philanthropy,” review, 123-128
Solansky, S. T., “On the Same Page: The Value “Variation in Part-Time Job Quality Within
of Paid and Volunteer Leaders Sharing the Nonprofit Human Service Sector,”
Mental Models in Churches,” 203-215 421-438
“Solutions Out of Context: Examining the Voluntary associations, survival of (study):
Transfer of Business Concepts to Nonprofit data and methods, 274-275; deterministic
Organizations,” 153-171 factors in, 268, 269-271, 277; factors in,
Stevens, B. W., “Best practices in Board Gov- 267, 278; newness as liability in, 277, 278,
ernance: Evidence from South Carolina,” 279; population growth and, 275, 276,
189-201 277, 279; smallness as liability in, 278,
“Succession, Strategy, Culture, and Change at 279; urban proximity and, 275, 276, 277,
Santropol Roulant,” 107-121 279; voluntaristic factors in, 271-274
Surveys, adapting (research note): evaluation Volunteer and paid leaders, shared mental
of surveys, 387-388; five key areas and, models among: decision processes,
397; negative wording, 398-399; sample 206-207; getting “on the same page,”
and scale descriptives, 390-391; scale test- 203-205; goals, 207-208; leaders and
ing with factor analysis, 393-397; scale shared task mental models, 205-206
validity and evaluation, 392-393; selection Volunteer dropout: first critical moment and,
of scale, 389-390; theoretical background 69-72; reasons for, 65-68, 74-75; second
of survey instrument, 388-389; three critical moment and, 72-73; study on,
issues in, 388 68-69
“Survival in Local Voluntary Associations,” Volunteerism, future (study): discussion of,
267-281 14-15; future research on, 19-20; implica-
Sweeten-Lopez, O, “Building Stronger Weak tions of findings on, 15-18; literature
Ties among a Diverse Pool of Emergent review on prediction of, 6-9; model for
Nonprofit Leaders of Color,” 523-546 predicting, 9-12; results, 12—14; three pre-
dictors of, 3
T Volunteers: A Social Profile, reviewed, 549-558
Volunteers, economic value of: Australian case
Tayart de Borms, L., Philanthropy in Europe: A study, 497-500; demand price and replace-
Rich Past, A Promising Future, reviewed, ment cost, 491, 493-495; no precise num-
405-409 bers for, 503-504; output-based approach
Tomkovick, C.: “Linking Collegiate Service- to calculating, 495-497; U.S. survey results
Learning to Future Volunteerism,” 3-21 on, 500-503; value theory, 492-497
U W
UK nonprofit sector: comment on, 101-104; Ward, A. J., “Factors Affecting Member Per-
early voluntary sector management ceptions of Coalition Impact,” 327-344
INDEX 573
Wells, R., “Factors Affecting Member Percep- Wilson, J., Volunteers: A Social Profile,
tions of Coalition Impact,” 327-344 reviewed, 549-558
Wells, T. A.: “Linking Collegiate Service- Wing, K. T.: “Collaboration in Foundation
Learning to Future Volunteerism,” 3-21 Grantor-Grantee Relationships,” 27-41
“What Donors Want,” review, 41 1-412 Wollebaek, D., “Survival in Local Voluntary
“Where You Stand Depends on Where You Associations,” 267-281]
Sit: Participation and Reactions to Y
Change,” 243-255
Whitman, J. R., “Measuring Social Values in
Yanay, G. V.: “The Decline of Motivation?:
Philanthropic Foundations,” 305-321
From Commitment to Dropping Out of
Whitman, J. R., “Philanthropy and Account-
Volunteering,” 65-76
ability in Europe,” review, 405-409
Yanay, N.: “The Decline of Motivation?: From
Whitman,J . R.: “From Social Change Orga-
Commitment to Dropping Out of Volun-
nizations to Social Movements,” review,
teering,” 65-76
129-132
Who Really Cares: Americas Charity Z
Divide—Who Gives, Who Doesn't, and Why
It Matters, reviewed, 123-128 Zimmerman, J. A. M, “Best Practices in Board
“The Why and How of Volunteering,” review, Governance: Evidence from South Car-
549-558 olina,” 189-201