Nonprofit Org Effectiveness

1. Joys, 2001: for-profit organizations effectiveness measured by profitability and customer satisfaction

Anlagen:

• Quinn and Rohrbaugh (CVF), 1983

1. Quinn, 1988: flexibility-control and internal-external are sufficient measures (HR, open systems, rational goal, and internal process)
   1. Christensen and Gazley, 2007: Internal and External continuum (Infrastructure, HR/Leadership, Financial Resources and management, Ext Environment)

      Anlagen:

      • Christensen and Gazley, 2008 (Internal, External)
      1. Andrews, 2010: 1. Context affects Resources (both affect org effectiveness); 2. Org practices and leadership model

         Anlagen:

         • Andrews, 2010

1. Sowa, 2004: 2 levels of performance - management and org performance
   1. Herman and Renz, 1997: More effective nonprofit organizations are more likely to use "correct" management practices"
   2. Selden and Sowa, 2004: Performance=Program Outcomes. Program Capacity, Management Capacity, Management Outcomes, and Environmental Controls

      Anmerkungen:

      • in attached 2 pages

      Anlagen:

      • Selden and Sowa, 2004 Org Performance Model
      1. Sowa, 2008: Relationship of Government Tools on Org Effectiveness

         Anlagen:

         • Sandfort et al, 2008 Governance Tools

1. Herman and Renz, 1997: organization effectiveness is always a matter of comparison
   1. Herman and Renz, 1997: effectiveness as a social construction - "Effectiveness is stakeholder judgment, formed and changed in an ongoing process"

      Anlagen:

      • Herman and Renz, 1997 Social Construction
      1. Herman and Renz, 1997: fin. management, fundraising, program delivery, PR, community collaboration, volunteers, HRM, govt relations, board
         1. Jackson, 1999: Management experience, Org structure, Political impact, Board of directors, Volunteer involvement, Internal communication
         2. ORGANIZATIONAL CAPACITIES
            1. Hall et al, 2003: Organizational Capacity - Environment, Access to Resources, Historical Factors ->[Capacities]->Outputs and Outcomes

               Anlagen:

               • Conceptual Model of Org Capacity (Hall, 2003)
               1. Misener and Doherty 2009: HR, Finance, Relationships&Networks, Infrastructure&Process, Planning&Development capacity. HR&Finance affect the rest.
      2. Packard, 2009: Performance assessed from different perspectives - especially in human services organizations performance perceived by stakeholders.
         1. Packard, 2009: 1) Staff&Client characteristics, 2) Management capacity, 3) Program capacity.

            Anlagen:

            • Packard, 2009 Logic Model
      3. BOARDS
         1. Herman and Renz, 1997: "Boards can substantially affect the performance of the organization"
            1. Brown, 2004: Models of governance -> Board performance -> Org performance

               Anlagen:

               • Brown (board), 2004
               1. Hodge and Piccolo, 2005: Funding structure, board performance -> Financial performance

                  Anlagen:

                  • Hodge, Piccolo 2005
                  1. Bradshaw, 2009: Simple-Complex; Stable-Turbulent (Governance Configurations and Dimensions of the External Environment)

                     Anlagen:

                     • Bradshaw, 2009
                     1. Fredette and Bradshaw, 2012: Information Sharing, Shared Vision, Trust <-Social Capital-> Governance Effectiveness

                        Anlagen:

                        • Fredette and Bradshaw (social capital), 2012
   2. Mensah, Lam, and Werner, 2008: Relative effectiveness (all potentially usable resources to achievable outputs/outcomes) - efficacy and efficiency

      Anlagen:

      • Mensah, Lam and Werner (relative effectiveness) 2008