期刊
NONPROFIT AND VOLUNTARY SECTOR QUARTERLY
卷 39, 期 1, 页码 51-76出版社
SAGE PUBLICATIONS INC
DOI: 10.1177/0899764008327196
关键词
collaboration; public-private partnerships; capacity; social networks; gender
Service delivery partnerships with local government offer both opportunities and challenges for nonprofit agencies, but the normative and institutionalist tendencies of the collaboration literature tend to downplay the rationales for avoiding partnerships and the influence of managerial characteristics on the decision to collaborate. Nonprofit executive directors across the state of Georgia were asked about factors that might inhibit them from collaborating with local government agencies. Principal components analysis created four dependent variables from these answers, which were regressed on various respondent, organizational, and community characteristics. The resulting analysis finds that managerial attitudes about collaboration are not monolithic: They reflect underlying political and social dynamics that should be understood as distinct constructs, linked to experience and personal background. The findings suggest that future research should specify the exact nature of collaborative barriers, examine the individual backgrounds of those charged with collaborative responsibility, and integrate theories of organizational and human behavior.
作者
我是这篇论文的作者
点击您的名字以认领此论文并将其添加到您的个人资料中。
推荐
暂无数据