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Journal articles on the topic 'Nonprofit organizations'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Hung, Chikan Richard. "Asian American Nonprofit Organizations in U.S. Metropolitan Areas." Health 3, no. 1 (2005): 67–104. http://dx.doi.org/10.36650/nexus3.1_67-104_hung.

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This article analyzes the characteristics of Asian American nonprofit organizations in major U.S. metropolitan areas. The data are based on internet archives of nonprofit organization Form 990 and related information. Asian American nonprofits are less than 20 years old on average. They remain a relatively small part of the nonprofit sector. Religious organizations are generally the largest group among Asian American nonprofits, followed by cultural organizations, service agencies, and public interest associations of similar proportions. Asian American secular organizations as a group tend to

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2

Seyam, Yousef, Omar Seyam, Nora Salama, and Achraf Seyam. "An Overview of Fraud in Nonprofit Organizations and the Appropriate Approach to Prevent It." International Journal of Accounting and Finance Studies 1, no. 2 (2018): 183. http://dx.doi.org/10.22158/ijafs.v1n2p183.

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<p><em>Fraud within nonprofit organizations has been on the rise. The majority of nonprofits that suffered losses through fraud recently were public charities. However, it doesn’t matter whether the organization is small or large, fraud may occur anywhere from little leagues to health care organizations. Nonprofits diligently carry out their mission through relatively small sized staff and tight budgets. Not only are nonprofits as well as their donors surprised to navigate through these challenges, but also an unfortunate danger, fraud committed by employees, volunteers, organizati

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Perić, Julia, Anamarija Delić, and Marina Stanić. "Exploring business models of nonprofit organizations." Management 25, no. 2 (2020): 181–94. http://dx.doi.org/10.30924/mjcmi.25.2.10.

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Business models are usually used to describe how business entities sustain their competitive advantage, offer their customers better value and create good cooperation with their partners. While the literature is rich with best practice examples among for-profit business entities, nonprofit organizations (NPOs) are rarely observed and compared through the business model concept. Nonprofit organizations are mostly viewed as mission-driven organizations, which is why the business side is often rather neglected. The success of nonprofit organizations is usually measured by their impact in the comm

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4

Lee, Lewis H., and Sung-Ju Kim. "Effect of Government Grants on Private Giving to East Asian Nonprofits." Advances in Social Work 20, no. 1 (2020): 95–113. http://dx.doi.org/10.18060/23464.

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For effective financial management, social work managers must clearly grasp the relationship between government grants and private contributions, which is frequently characterized as crowding-out effects. Crowding-out effects have been investigated for various types of nonprofits in the U.S., and the results have been mixed. In spite of its popularity in nonprofit research, the theory has not been applied to nonprofits serving minority communities. This is the first pilot crowding-out study looking at East Asian nonprofit organizations, including Chinese, Korean, and Japanese-American nonprofi

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Amin, Keval, and Erica E. Harris. "Nonprofit Stakeholder Response to Going-Concern Audit Opinions." Journal of Accounting, Auditing & Finance 32, no. 3 (2015): 329–49. http://dx.doi.org/10.1177/0148558x15604989.

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Using a sample of industry-diverse nonprofit organizations, we find support for stakeholders’ use of nonprofit going-concern audit opinion (GCO) reports. We study the reactions of the three largest nonprofit stakeholder groups: donors, service recipients, and managers. Our findings suggest that although large (sophisticated) donors respond negatively to a GCO, small (unsophisticated) donors contribute more following a GCO. We also find that service recipients spend more at service-oriented organizations than at charitable nonprofits following a GCO. Finally, managers respond to a GCO by increa

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Green, Daryl D., Jack McCann, Stephanie Dirlbeck, Nancy Lopez, and Sarah Lopez. "Mobilizing Missions in a Disruptive World: International Sports Federation Case Study." Management and Economics Research Journal 6 (2020): 1. http://dx.doi.org/10.18639/merj.2020.1042604.

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Nonprofit organizations have been a part of the US business economy since the late 1800s. Religious nonprofits have seen consistent growth in availability and services for the past several years. With that growth, there is increased competition. The purpose of this case study is to analyze International Sports Federation, a nonprofit organization, and provide recommendations for sustainable growth. Today’s religion-focused organizations find themselves challenged in a disruptive climate. The result of this research is beneficial to scholars and practitioners, so that they can assist religious

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7

Rahman, Mohammad Anwar, Abu Raihan, and Rajitha Nakka. "Emerging Information Technology and Knowledge Management Capacity for Nonprofit Organizations." International Journal of Public Administration in the Digital Age 1, no. 4 (2014): 52–69. http://dx.doi.org/10.4018/ijpada.2014100104.

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Advances in information technology (IT) improve functionality for major nonprofit organizations. Due to increased expectations, service needs and peer competition, nonprofits must prepare to incorporate IT-related resources such as emerging technology planning, web- based collaborative processes and constrained resource planning to obtain technological innovation and higher performance. The effective use of constrained resource management is crucial for the success of nonprofits. Although nonprofit organizations are familiar with common IT resources and applications, wide application of new me

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8

Woronkowicz, Joanna. "The Effects of Capital Campaigns on Local Nonprofit Ecologies." Nonprofit and Voluntary Sector Quarterly 47, no. 3 (2018): 645–56. http://dx.doi.org/10.1177/0899764018757026.

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When charities launch capital campaigns, they hope to attract large amounts of resources in a relatively short period of time; however, other charities in the area are likely to see such campaigns as disruptive to the natural distribution of resources to area nonprofits by disproportionately directing area donations to a single organization. This study seeks to understand the effects capital campaigns have on both the fundraising performance of other nonprofits and the makeup of a local nonprofit ecology. The analysis uses data from a randomly sampled set of nonprofit arts organizations that h

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9

Shi, Wanzhu. "COVID-19 Impacts on Border Community Organizations." Journal of Public and Nonprofit Affairs 8, no. 3 (2022): 399–422. http://dx.doi.org/10.20899/jpna.8.3.399-422.

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The COVID-19 pandemic massively affected the nonprofit sector. This article explores how the crisis has impacted nonprofit organizations at a U.S.–Mexico border community with a large population of minorities and migrants. Guided by resource dependency theory and the nonprofit capacity building framework, surveys reveal that nonprofits with less financial support from the government sector, low leadership, and weak operational capacities receive critical impacts from the pandemic. The findings also show that local nonprofits are bonded closely to the community during the pandemic, which reflec

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10

Ecer, Sencer, Mark Magro, and Sinan Sarpça. "The Relationship Between Nonprofits’ Revenue Composition and Their Economic-Financial Efficiency." Nonprofit and Voluntary Sector Quarterly 46, no. 1 (2016): 141–55. http://dx.doi.org/10.1177/0899764016649693.

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We study financial efficiency in the nonprofit sector and document that organizations that rely mainly on commercial revenues are more efficient in managing their overhead and administrative expenses compared with nonprofits that rely mainly on donations. We also record a positive relationship between the extent of a nonprofit’s reliance on donations and its efficiency in generating them. Our findings suggest economies of scale in the nonprofit sector and also a positive (negative) relationship between receiving government grants (membership income) and overall efficiency. We discuss what our

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Xu, Chengxin, and Mirae Kim. "Loss or Gain? Unpacking Nonprofit Autonomy-Interdependence Paradox in Collaborations." American Review of Public Administration 51, no. 4 (2021): 308–24. http://dx.doi.org/10.1177/0275074020983802.

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Nonprofit organizations interested in collaborating with other entities find it difficult to strike a balance between keeping their autonomy and reaping the benefits from collaborating with other organizations. Although interorganizational collaborations come with various benefits, such as reducing competition over limited resources, participating in collaborative relationships can also damage the autonomy of individual nonprofits. Using an original survey of 275 nonprofits, we examine how various dimensions of collaborative relationships affect an individual nonprofit’s autonomy. Our findings

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12

Nitterhouse, Denise. "Financial Management and Accountability in Small, Religiously Affiliated Nonprofit Organizations." Nonprofit and Voluntary Sector Quarterly 26, no. 4_suppl (1997): S101—S121. http://dx.doi.org/10.1177/08997640972640071.

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Although small, religiously affiliated nonprofit organizations share financial management and accountability challenges with other small nonprofit organizations, they tend to face issues and problems that differ from those of small secular nonprofit organizations. Exploratory research methods were used to develop hypotheses about the nature and likely origins of the financial management challenges of small, religiously affiliated nonprofit organizations. The article delineates financial management and accountability challenges common to all small nonprofit organizations and contrasts them to s

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Lu, Jiahuan, Jongmin Shon, and Pengju Zhang. "Understanding the Dissolution of Nonprofit Organizations: A Financial Management Perspective." Nonprofit and Voluntary Sector Quarterly 49, no. 1 (2019): 29–52. http://dx.doi.org/10.1177/0899764019872006.

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The financial antecedents of nonprofit dissolution have not been well studied, although there is growing scholarly attention devoted to the dissolution of nonprofit organizations. Using longitudinal data on U.S. public charities from 2005 to 2015, this study employs the Cox proportional-hazards model to examine the effects of overhead costs and revenue mix on nonprofit dissolution. In particular, we find that spending on employee compensation and fundraising each has a nonlinear, U-shaped relationship with the likelihood of nonprofit dissolution. We also find that commercial nonprofits are les

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Faletehan, Aun Falestien. "Organizational Family Values and Happiness in Nonprofit Organizations." Jurnal Minds: Manajemen Ide dan Inspirasi 9, no. 2 (2022): 289–308. http://dx.doi.org/10.24252/minds.v9i2.30698.

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Existing studies of individual retention in the nonprofit organizational setting seem relatively silent on the significance of corporate family values and personal happiness, although both concepts could improve particular commitment, better collaboration, and a propensity to perform pro-social behaviour. Grounded on 32 interviews from four Indonesian nonprofit organizations, this article develops the individual retention model based on organizational family values generated by management practices. The findings show that corporate family values would lead to personal happiness, resulting in p

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Searing, Elizabeth A. M. "Life, Death, and Zombies: Revisiting Traditional Concepts of Nonprofit Demise." Journal of Public and Nonprofit Affairs 6, no. 3 (2020): 354–76. http://dx.doi.org/10.20899/jpna.6.3.354-376.

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There is a robust literature examining financial vulnerability and demise of nonprofit organizations, particularly in the United States. However, much of this knowledge stems from inconsistent definitions of nonprofit demise. Using eight comparative case studies, this study revisits traditional definitions of nonprofit life and death to better reflect actual organizational operating status. Following this reclassification, findings from this study show that certain internal and external characteristics are more important in determining a nonprofit’s operational status. In particular, nonprofit

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King, Daniel, and Martyn Griffin. "Nonprofits as Schools for Democracy: The Justifications for Organizational Democracy Within Nonprofit Organizations." Nonprofit and Voluntary Sector Quarterly 48, no. 5 (2019): 910–30. http://dx.doi.org/10.1177/0899764019837603.

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Nonprofit organizations are often claimed to be schools of democracy: “that produce citizens able and ready to participate in society” (as stated by Dodge and Ospina in Nonprofits as “schools of democracy”: A comparative case study of two environmental organizations, 2016, page 479). This claim is predicated the external role nonprofits play in producing democracy, particularly by engendering civic action. In contrast, this article promotes nonprofits’ internal organizing processes to produce democracy within nonprofits themselves. Drawing on the workplace democracy literature, we explore thre

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Cox, Terry. "Between East and West: Government–Nonprofit Relations in Welfare Provision in Post-Socialist Central Europe." Nonprofit and Voluntary Sector Quarterly 49, no. 6 (2020): 1276–92. http://dx.doi.org/10.1177/0899764020927459.

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This article reviews the main developments in social welfare provision in East Central Europe (ECE), the emergence of nonprofit organizations as welfare providers, and changing nonprofit–government relations in social welfare provision since the early 1990s. In assessing the strengths and weaknesses of nonprofit organization (NPO)–government relations in social welfare provision in ECE, the article suggests that after establishing a firm basis by the mid-2000s, to varying degrees in different countries, nonprofits have not been able to maintain a secure independent role in the face of fluctuat

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Kim, Mirae. "Characteristics of Civically Engaged Nonprofit Arts Organizations." Nonprofit and Voluntary Sector Quarterly 46, no. 1 (2016): 175–98. http://dx.doi.org/10.1177/0899764016646473.

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Nonprofits face increasing pressure to compete in the market, while they must maintain their civic commitment. Focusing on the arts and cultural sector, this study conducts the first large-scale, comprehensive empirical measurement of nonprofits’ engagement in various roles. The article uses a previously validated 18-item role index to categorize nonprofits as primarily engaged in either civic or market functions, so that a subsequent regression analysis can identify the common characteristics of civically active nonprofit arts service organizations. The data come from (a) qualitative intervie

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Hatcher, William, and Augustine Hammond. "Nonprofit Economic Development Organizations and the Institutional Arrangement of Local Economic Development." Journal of Public and Nonprofit Affairs 4, no. 1 (2018): 21. http://dx.doi.org/10.20899/jpna.4.1.21-40.

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In the United States, local economic development is increasingly being managed by nonprofit organizations. However, the institutional arrangement of local economic development is an understudied topic in the scholarly literature on nonprofit management and leadership. This paper examines why communities select nonprofits to manage economic development and the effect this institutional arrangement has on local development policy. We hypothesize that the form of local government and the population size of a community are variables affecting the likelihood that a community will select a nonprofit

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20

Haupt, Brittany, and Lauren Azevedo. "Crisis communication planning and nonprofit organizations." Disaster Prevention and Management: An International Journal 30, no. 2 (2021): 163–78. http://dx.doi.org/10.1108/dpm-06-2020-0197.

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PurposeThe purpose of this paper is to discuss the evolution of crisis communication and management along with its inclusion into the field and practice of emergency management. This paper also discusses the inclusion of nonprofit organizations and the need for these organizations to engage in crisis communication planning and strategy creation to address the diverse and numerous crises that nonprofits are at risk of experiencing.Design/methodology/approachThis paper utilizes a systematic literature review of crisis communication planning tools and resources focused on nonprofit organizations

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Johnson, Austin P., Kenneth J. Meier, and Nehemia Geva. "Faith-based nonprofits and the delivery of public services: an experimental study of sector-bias." Journal of Policy Studies 40, no. 1 (2025): 1–20. https://doi.org/10.52372/jps.e682.

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Worldwide many public services are delivered by nonprofit organizations, both secular and faith based. The reliance on nonprofits for service delivery is especially prominent in the provision of relief efforts in response to natural and human-caused disasters. Although there is a growing literature on sector bias (public, private and nonprofit) in public service delivery, the role of faith based nonprofits has generally been ignored in the despite their prominence in practice. Using two randomized experiments involving US subjects focused on the delivery of humanitarian aid to Somalia, we exam

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Frumkin, Peter, and Alice Andre-Clark. "When Missions, Markets, and Politics Collide: Values and Strategy in the Nonprofit Human Services." Nonprofit and Voluntary Sector Quarterly 29, no. 1_suppl (2000): 141–63. http://dx.doi.org/10.1177/0899764000291s007.

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This article explores the meaning of nonprofit strategy in the human services through an examination of the challenges facing nonprofit organizations working in the field of welfare-to-work transitions. After considering how the growing competition from large business firms in this field poses a major challenge to nonprofit organizations, the article suggests that many nonprofits are not well equipped to engage in a narrow efficiency competition with large corporations. Instead, nonprofit human service organizations need to develop a strategy that emphasizes the unique value-driven dimension o

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R. Cooper, Katherine, and Michelle Shumate. "Policy Brief: The Case for Using Robust Measures to Evaluate Nonprofit Organizations." Nonprofit Policy Forum 7, no. 1 (2016): 39–47. http://dx.doi.org/10.1515/npf-2015-0029.

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AbstractAlthough nonprofit organizations are expected to engage in continuous evaluation, its effectiveness is hampered by limited resources and competing and untested instruments. This paper makes the case for the creation and use of more robust measures in nonprofit evaluation. Specifically, we argue for the involvement of nonprofits in the development of reliable and valid instruments that can be used to benchmark nonprofit organizations against one another and for funders and government to support these efforts through their investment in nonprofit measurement. We cite a particular measure

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Sihi, Debika. "The Influence of Leadership and Strategic Emphasis on Social Media Use of Regional Nonprofit Organizations." International Journal of Public Administration in the Digital Age 4, no. 1 (2017): 1–18. http://dx.doi.org/10.4018/ijpada.2017010101.

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Prior work has established the prevalence of social media as an information dissemination tool for large, national nonprofit organizations. This project adds to that literature by examining the impact of an organization's leadership (executive director background and board influence) and strategic emphasis (customer orientation and financial allocations to social media) on the use of social media for information transmission by regional nonprofit organizations. Insights are gained from leadership at 121 nonprofits and through analysis of 377 days of Facebook data for seven nonprofit organizati

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MacIndoe, Heather. "How Competition and Specialization Shape Nonprofit Engagement in Policy Advocacy." Nonprofit Policy Forum 5, no. 2 (2014): 307–33. http://dx.doi.org/10.1515/npf-2013-0021.

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AbstractThis paper extends research on nonprofit advocacy by exploring the relationship between competition, nonprofit mission, and policy advocacy. Previous research indicates that charitable nonprofits serving specialized populations, such as immigrants or veterans, often engage in policy advocacy. This could benefit marginalized populations whose interests are articulated by nonprofit organizations. However, population ecology theory in organizational sociology predicts that generalist organizations will outperform specialists in uncertain environments. At the very times when nonprofits ser

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Searing, Elizabeth A. M. "Beyond Donations: Isomorphism and Revenue Mix in Nonprofit Start-Ups." Administrative Sciences 13, no. 3 (2023): 89. http://dx.doi.org/10.3390/admsci13030089.

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The literature on nonprofit growth contains a practical ambiguity regarding which types of revenues to cultivate as a start-up nonprofit. The revenue portfolio of a more established organization may be inappropriate (or unattainable) for a new one, but there may be perils in relying too long on sources of nonprofit start-up capital. We posit that nonprofit entrepreneurs choose to mimic larger organizations in their field for growth rather than rely on the revenue mix of their start-up stage. This study uses two different dynamic econometric models to estimate the role of revenue type and other

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Krishnan, Ranjani, Michelle H. Yetman, and Robert J. Yetman. "Expense Misreporting in Nonprofit Organizations." Accounting Review 81, no. 2 (2006): 399–420. http://dx.doi.org/10.2308/accr.2006.81.2.399.

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We examine whether nonprofit organizations understate fundraising expenses in their publicly available financial statements. A large body of anecdotal evidence notes that an inexplicable number of nonprofits report zero fundraising expenses. We provide empirical evidence that the zero fundraising expense phenomenon is at least partly due to inappropriate reporting. We then examine to what extent these misreported expenses are the result of managerial incentives. Prior research finds an association between reported expenses and managerial compensation as well as the level of donations received.

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Cannon, Sheila M., and Karin Kreutzer. "Mission accomplished? Organizational identity work in response to mission success." Human Relations 71, no. 9 (2018): 1234–63. http://dx.doi.org/10.1177/0018726717741677.

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How do nonprofit organizations reinvent their identities after they have accomplished all or part of their missions? This comparative case study of two Irish peacebuilding organizations explores what happens when their raison d’etre is fundamentally challenged. A successful peace process in Northern Ireland resulted in reduced support for peacebuilding organizations and a perception of mission accomplished. Conventional literature on nonprofit organizations portrays mission success as positive. We show that mission success paradoxically threatens the very existence of the organization as it ma

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Oloyede, Olajumoke S. "Improving Grant Compliance in U.S Nonprofits: A Guide to Ensuring Accountability and Long-Term Sustainability." International Journal of Scientific Research and Management (IJSRM) 11, no. 04 (2023): 4861–75. https://doi.org/10.18535/ijsrm/v11i04.em09.

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Grant compliance is a critical aspect of nonprofit governance, guaranteeing that organizations comply with the legal, fiscal, and operational requirements established by their donors. Nonprofit organizations in the United States rely heavily on grants obtained from government agencies, philanthropic organizations, and corporate donors to pursue their missions. Failure to meet grant requirements, however, can lead to devastating consequences, including financial loss, reputational damage, and restrictions on future funding. This article discusses the key issues that nonprofits face in maintaini

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Jones, Gareth J., Mike Edwards, Jason N. Bocarro, Kyle S. Bunds, and Jordan W. Smith. "Collaborative Advantages: The Role of Interorganizational Partnerships for Youth Sport Nonprofit Organizations." Journal of Sport Management 31, no. 2 (2017): 148–60. http://dx.doi.org/10.1123/jsm.2016-0118.

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Interorganizational partnerships have been used by nonprofits in a variety of industries to build organizational capacity, yet they are currently underutilized by many youth sport nonprofit organizations. While previous research has highlighted key features of dyadic relationships that inhibit the development and maintenance of partnerships, there has been less attention to the influence of broader or complete networks. This study examined key structural properties of a youth sport nonprofit network in one municipality to determine how interorganizational partnerships were used to build organi

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Prentice, Christopher R., and Jeffrey L. Brudney. "Are You Being Served? Toward a Typology of Nonprofit Infrastructure Organizations and a Framework for Their Assessment." Journal of Public and Nonprofit Affairs 4, no. 1 (2018): 41. http://dx.doi.org/10.20899/jpna.4.1.41-58.

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Nonprofit infrastructure organizations provide multiple functions to the nonprofit sector: strengthening individual and organizational capacities, mobilizing material resources, providing information and intellectual resources, building alliances for mutual support, bridging the research and practice divide, and connecting nonprofits to the other sectors. Although researchers have described a variety of organizations that support nonprofit activity, they have done little to distinguish them or to explain their primary purposes. In this article, we develop a typology to classify these nonprofit

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Bozzo, Sandra L. "Evaluation Capacity Building in the Voluntary/Nonprofit Sector." Canadian Journal of Program Evaluation 17, no. 3 (2003): 75–92. http://dx.doi.org/10.3138/cjpe.0017.005.

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Abstract: The purpose of this article is to provide an overview of priorities for evaluation capacity building in the voluntary/nonprofit sector and to raise awareness among evaluation professionals of the key issues for nonprofits that may have an effect on evaluations. The various challenges for nonprofit organizations in the evaluation of their programs, projects and activities include the availability of resources, evaluation skill levels, the design of evaluations, and the nature of nonprofit work. Among the priorities for evaluation capacity building in the nonprofit sector that emerge f

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Zhao, Jianzhi, and Jiahuan Lu. "Does Government Punish Nonprofits for High Administrative Costs in Contracting Decisions?" American Review of Public Administration 50, no. 3 (2019): 286–96. http://dx.doi.org/10.1177/0275074019893807.

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As government financing of nonprofit organizations to deliver services and implement policies has become a common practice in the public administration landscape, the question of what factors affect government’s source selection has emerged as a significant one. Within this strand of research, how nonprofits’ administrative costs affect their receipt of government contracts is still not fully understood. This article explores that relationship using a large panel data set of U.S.-based international development nonprofits from 1967 to 2014. Different model specifications consistently demonstra

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Beaton, Erynn, and Hyunseok Hwang. "Increasing the Size of the Pie: The Impact of Crowding on Nonprofit Sector Resources." Nonprofit Policy Forum 8, no. 3 (2017): 211–35. http://dx.doi.org/10.1515/npf-2016-0012.

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AbstractThe number of nonprofit organizations is rapidly increasing, which has led nonprofit practitioners to complain of funding scarcity, nonprofit scholars to closely study nonprofit competition, and policymakers to consider increasing nonprofit barriers to entry. Underlying each of these perspectives is an assumption of limited financial resources. We empirically examine this assumption using county-level panel data on nonprofit human services organizations from the National Center for Charitable Statistics. Contrary to the limited resources assumption, our fixed-effects models show that i

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Santora, Joseph C. "A response to global nonprofits’ succession failure." Human Resource Management International Digest 27, no. 1 (2019): 7–10. http://dx.doi.org/10.1108/hrmid-09-2018-0181.

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Purpose This paper aims to raise the level of awareness of the critical need to have a chief executive succession plan in nonprofit organizations. Design/methodology/approach This paper uses a review of survey literature to determine the degree to which nonprofits plan for chief executive succession. Findings The findings reveal a serious lack of planning for successors in nonprofit organizations. Originality/value This paper underscores the need for a three-pronged approach by nonprofit boards of directors, chief executive officers, and HR departments to address planning for successors to pre

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Gooden, Susan T., Lindsey L. Evans, Michael L. Perkins, Caper Gooden, and Yali Pang. "Examining Youth Outcomes of African American–Led Nonprofits." Nonprofit and Voluntary Sector Quarterly 47, no. 4_suppl (2018): 34S—54S. http://dx.doi.org/10.1177/0899764018757028.

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This article examines the outcomes of African American–led nonprofit organizations in improving the lives of the youth they serve. Using the framework of representative bureaucracy, this study suggests that demographic similarity among nonprofit leadership and nonprofit clients is transferable to increasing positive youth outcomes within African American–led youth-focused nonprofit organizations. Based on survey data from 727 youth, enhanced by qualitative interviews and focus groups, this research examines youth outcomes across three African American–led nonprofits and compares them with demo

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Werner, Steve, and Gretchen Gemeinhardt. "Nonprofit Organizations." Compensation & Benefits Review 27, no. 5 (1995): 53–60. http://dx.doi.org/10.1177/088636879502700511.

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White, Gary W. "Nonprofit Organizations." Journal of Business & Finance Librarianship 9, no. 1 (2003): 49. http://dx.doi.org/10.1300/j109v09n01_05.

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Coupet, Jason, Kate Albrecht, Teshanee Williams, and Sue Farruggia. "Collaborative Value in Public and Nonprofit Strategic Alliances: Evidence From Transition Coaching." Administration & Society 52, no. 3 (2019): 405–30. http://dx.doi.org/10.1177/0095399719834270.

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The value created by public–nonprofit (PNP) alliances often emphasizes public sector service delegation to nonprofits, but public and nonprofit organizations often seek to create shared social value with alliances, particularly in sectors where there is coproduction. To better understand shared social value, we apply the Collaborative Value Creation (CVC) framework to investigate value creation in the Transition Coaching sector—nonprofit organizations that provide support to high school students as they transition to college. We interview public and nonprofit executives and staff and find that

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Vermeer, Thomas E., K. Raghunandan, and Dana A. Forgione. "The Composition of Nonprofit Audit Committees." Accounting Horizons 20, no. 1 (2006): 75–90. http://dx.doi.org/10.2308/acch.2006.20.1.75.

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Audit committee composition has attracted significant attention from legislators and regulators in recent years. Although most of the focus has been on corporate audit committees, recent legislative efforts underscore the importance of governance in the nonprofit sector. Using data from a survey of 118 chief financial officers of nonprofit organizations as well as financial data from the GuideStar database, we examine the composition of nonprofit audit committees and factors associated with their composition. The data show that many nonprofits have not adopted Sarbanes-Oxley reforms, since we

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Kashaka, Nyiramukama Diana. "Exploring the Role of Nonprofits in Community Development." RESEARCH INVENTION JOURNAL OF RESEARCH IN EDUCATION 5, no. 1 (2025): 1–7. https://doi.org/10.59298/rijre/2025/5117.

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Nonprofit organizations have historically played a vital yet evolving role in community development across economic, social, and political landscapes. This paper examines the multifaceted contributions of nonprofits in addressing community needs, fostering inclusive growth, and promoting civic engagement. Through an interdisciplinary lens, the study examines the evolution of nonprofit roles, theoretical frameworks underpinning their functions, and their impact in diverse community settings. Key dimensions analyzed include nonprofit typologies, their roles in social service delivery, economic r

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Atayee, Sly, and Cynthia Rowland. "Fraud risks in nonprofit organizations: Eight steps nonprofits can take today to mitigate fraud risks." Board & Administrator for Administrators Only 41, no. 10 (2025): 1–4. https://doi.org/10.1002/ban.31809.

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Fraud is a pervasive and costly issue that can affect all types of organizations, including nonprofits. Nonprofit organizations are especially vulnerable due to limited resources, less staff and, in many cases, reliance on volunteers with minimal oversight. Fraud can not only result in financial losses but also erode public trust, leading to long‐term damage to the organization's reputation.

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St. Onge, Paul. "Digital fundraising strategies: Appealing to big donors in a new way." Nonprofit Business Advisor 2025, no. 430 (2025): 7–12. https://doi.org/10.1002/nba.32984.

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When most nonprofit professionals hear “digital fundraising,” they think of annual appeals—gifts that total less than $1,000. Digital fundraising is sometimes viewed solely as an augmentation to an organization's direct mail campaigns, especially for hospitals, higher education, and nonprofits targeting an older audience. Organizations that target a younger audience, like environmental organizations, often have a heavier digital presence.

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Fuller, Ryan P., and Antonio La Sala. "Crisis Communication Preparedness Practices Among U.S. Charitable Organizations: Results From a National Survey." SAGE Open 11, no. 2 (2021): 215824402110145. http://dx.doi.org/10.1177/21582440211014516.

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Organizations should prepare for crises, through identifying crisis concerns, having written crisis communication plans, and designating teams for crisis planning and response, for example. Nonprofit organizations, which represent an important sector of U.S. society, are no different in needing to prepare, but to date, a review of their crisis communication preparedness is lacking. Therefore, a national online survey of 2,005 U.S. charitable organizations was administered to determine nonprofit organizations’ adoption of an anticipatory perspective of crisis management. The anticipatory perspe

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Gardner, Brian, Maryam Roshanaei, J. Andrew Landmesser, Jennifer Breese, and Michael Bartolacci. "Addressing the Cybersecurity Issues and Needs of Rural Pennsylvania Nonprofit Organizations." Journal of The Colloquium for Information Systems Security Education 10, no. 1 (2023): 5. http://dx.doi.org/10.53735/cisse.v10i1.155.

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The need for cybersecurity competence has become a strategic area for all types of organizations, be it large or small, for profit or nonprofit. This is an area of particular concern for smaller nonprofit organizations; and especially for those in rural areas with limited resources to address their cybersecurity risks. Cyber-attacks wreak havoc on the networks and systems for services provided to nonprofit consumers. The problems associated with various types of attacks, from outside nefarious individuals/groups or internal personnel, are particularly difficult for nonprofits in rural communit

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Burks, Jeffrey J. "Accounting Errors in Nonprofit Organizations." Accounting Horizons 29, no. 2 (2015): 341–61. http://dx.doi.org/10.2308/acch-51017.

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SYNOPSIS This study examines the accounting errors committed by public charities as revealed by searching for disclosures of their corrections in auditor reports, financial statements, and footnotes. A sample of 5,511 audited financial statements, predominantly from the years 2006 to 2010, was obtained from GuideStar, a data provider for nonprofits. Public charities report errors at a rate that is 60 percent higher than that of publicly traded corporations, and almost twice as high as that of similar-sized corporations. The errors are commonly errors of omission (i.e., failing to recognize ite

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Murphy, Haley, and Robbie Waters Robichau. "Governmental Influences on Organizational Capacity: The Case of Child Welfare Nonprofits." Nonprofit Policy Forum 7, no. 3 (2016): 339–67. http://dx.doi.org/10.1515/npf-2015-0040.

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AbstractWhen government agencies interact with nonprofit organizations they have various effects on the organization’s capacity. But, it is unclear how a particular agency’s environment-both internal (i. e. organizational culture) and external (i. e. resource dependency)-determines whether government’s influence on that agency will be positive or negative. Using data from a survey of child welfare nonprofits, this paper examines to what extent a nonprofit’s relationship with government improves or hinders their capacity. Evidence suggests that the nonprofit’s organizational culture, dependency

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Hsu, Meng-Chueh, and Shang-Yung Yen. "Nonprofit Organization Develop Social Enterprise Business Model in Taiwan: A Case Study of Taiwan’s Large-Scale NPO." International Business Research 13, no. 1 (2019): 169. http://dx.doi.org/10.5539/ibr.v13n1p169.

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Nonprofit organizations take important roles and functions in our modern society. However, because of the fierce competitions in market and the rapid social changes, nonprofit organizations are facing the same management issues with profit making organizations, such as financial difficulties or lack of resources. In this qualitative research, in order to discuss the issue about nonprofit organization transformation from the prospective of nonprofit management and organization transformation, we interviewed a large nonprofit organization in Taiwan, analyzed the results and provided case studies

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Singh Kelsall, Tyson, Jake Seaby Palmour, Rory Marck, et al. "Situating the Nonprofit Industrial Complex." Social Sciences 12, no. 10 (2023): 549. http://dx.doi.org/10.3390/socsci12100549.

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This article centers on the nonprofit landscape in Vancouver, Canada, a city that occupies the territories of the xʷməθkʷəy̓əm (Musqueam), sḵwx̱wú7mesh (Squamish), and səlilwətaɬ (Tsleil-Waututh) nations, which have never been ceded to the colonial occupation of Canada. Vancouver has a competitive nonprofit field, with an estimated 1600+ nonprofits operating within city limits. This descriptive review starts by defining what a nonprofit industrial complex (NPIC) is, then outlines an abbreviated history of the nonprofit sector on the aforementioned lands. The article then explores issues relate

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Omer, Thomas C., and Robert J. Yetman. "Near Zero Taxable Income Reporting by Nonprofit Organizations." Journal of the American Taxation Association 25, no. 2 (2003): 19–34. http://dx.doi.org/10.2308/jata.2003.25.2.19.

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In this paper, we provide evidence consistent with nonprofit organizations managing their taxable income to near zero by examining the cross-sectional distribution of taxable income as reported on IRS form 990-T. We find an unusually large number of nonprofits that report taxable income profitability in the range of [–0.01, 0.01). Further analysis finds that various frictions and restrictions impede nonprofits from reporting near zero taxable income. We find that the likelihood that a nonprofit reports near zero taxable income is decreasing in size and when the taxable activity has a tax-exemp

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