Governance Mechanisms Fostering a Legitimate Representation in Nonprofit Organizations

References

• AccountAbility. (2015). AA1000 Stakeholder engagement standard 2015. AccountAbility. https://www.accountability.org/standards/
   Google Scholar
• Aguilera, R. V., Florackis, C., & Kim, H. (2016). Advancing the corporate governance research agenda. Corporate Governance: An International Review, 24(3), 172–180. https://doi.org/10.1111/corg.12167
   Web of Science ®Google Scholar
• Alexander, J. A., Weiner, B. J., & Bogue, R. J. (2001). Changes in the structure, composition, and activity of hospital governing boards, 1989–1997: Evidence from two national surveys. The Milbank Quarterly, 79(2), 253–279. https://doi.org/10.1111/1468-0009.00205
   PubMed Web of Science ®Google Scholar
• Amirkhanyan, A., Lambright, K., & Islam, S. (2021). From motives to actions: A study of citizen engagement in health and human service contracts. International Journal of Public Administration, 44(3), 181–191. https://doi.org/10.1080/01900692.2019.1672186
   Web of Science ®Google Scholar
• Ashforth, B., & Gibbs, B. (1990). The double-edge of organizational legitimation. Organization Science, 1(2), 177–194. https://doi.org/10.1287/orsc.1.2.177
   Web of Science ®Google Scholar
• Azevedo, L., Gaynor, T. S., Shelby, K., & Santos, G. (2021). The complexity of diversity and importance for equitable philanthropy. Nonprofit Management and Leadership, 31(3), 595–607. https://doi.org/10.1002/nml.21448
   Web of Science ®Google Scholar
• Bradley, C. (2011). Consultation and legitimacy in transnational standard-setting. Minnesota Journal of International Law, 20(2), 480–512. http://ssrn.com/abstract=1885045
   Google Scholar
• Bramble, T. (2000). Leadership representatives in the Australian union movement. Australian Bulletin of Labour, 26(4), 301–327. https://espace.library.uq.edu.au/data/UQ_10748/tb_abl_26_4_00.pdf?Expires=1625142987&Key-Pair-Id=APKAJKNBJ4MJBJNC6NLQ&Signature=GOwoVyhn3OF~oU1z5qYgt8gGZb77KXcj94w7uJc0~XTTT642krSEKBzqNuwx7EuMpcgpZfwnGnS1ULCzu4HNE59U1C8EAgfr44LH4R9YQzj6Xi5WwFuj1hK5R8wq1oTIgxU4aY5p4MFvpzGGGPpvG815wotlj8m-DzCbiHIQ6ElGZD-sRWAIMt4xyMvojaP-hiTFNNrJ5i72Z5M6RFFZWNZoLF7YCcvpWgvK~M22KHJ2Nml~hgtj8hEXShG983OvMnFFyAA8E-BARnyQAmeWIzbxFy0GdPKga6WAlZb8O8XmaruyP8k665VTLAG0Vpg-MeYEKKsdjjmCNyMeULlkIQ__
   Google Scholar
• Bryson, J. M. (2004). What to do when stakeholders matter: Stakeholder identification and analysis techniques. Public Management Review, 6(1), 21–53. https://doi.org/10.1080/14719030410001675722
   Google Scholar
• Bryson, J. M., Quick, K. S., Slotterback, C. S., & Crosby, B. C. (2013). Designing public participation processes. Public Administration Review, 73(1), 23–34. https://doi.org/10.1111/j.1540-6210.2012.02678.x
   Web of Science ®Google Scholar
• Callahan, K. (2007). Citizen participation: Models and methods. International Journal of Public Administration, 30(11), 1179–1196. https://doi.org/10.1080/01900690701225366
   Google Scholar
• Callen, J. L., Klein, A., & Tinkelman, D. (2010). The contextual impact of nonprofit board composition and structure on organizational performance: Agency and resource dependence perspectives. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 21(1), 101–125. https://doi.org/10.1007/s11266-009-9102-3
   Web of Science ®Google Scholar
• Castiglione, D., & Warren, M. E. (2006, May 18–19). Rethinking representation: Eight theoretical issues. [Paper presentation]. Conference on rethinking democratic representation, Vancouver, University of British Columbia.
   Google Scholar
• Chaskin, R. J. (2003). Fostering neighborhood democracy: Legitimacy and accountability within loosely coupled systems. Nonprofit and Voluntary Sector Quarterly, 32(2), 161–189. https://doi.org/10.1177/0899764003032002001
   Web of Science ®Google Scholar
• Cheng, Z., & Xiaohong, Y. (2019). Qualitative comparative analysis of the configurations that cause corruption. International Journal of Public Administration, 1–12. https://doi.org/10.1080/01900692.2019.1666410
   Web of Science ®Google Scholar
• Chielli, M., Durocher, S., & Fortin, A. (2018). Normativity in environmental reporting: A comparison of three regimes. Journal of Business Ethics, 149(2), 285–311. https://doi.org/10.1007/s10551-016-3128-4
   Web of Science ®Google Scholar
• Choudhury, E., & Ahmed, S. (2002). The shifting meaning of governance: Public accountability of third sector organizations in an emergent global regime. International Journal of Public Administration, 25(4), 561–588. https://doi.org/10.1081/PAD-120013256
   Google Scholar
• Cnaan, R. A. (1991). Neighborhood-representing organizations: How democratic are they? Social Service Review, 65(4), 614–634. https://doi.org/10.1086/603878
   Web of Science ®Google Scholar
• Conway, S. L., O’Keefe, P. A., & Hrasky, S. L. (2015). Legitimacy, accountability and impression management in NGOs: The Indian Ocean tsunami. Accounting, Auditing & Accountability Journal, 28(7), 1075–1098. https://doi.org/10.1108/AAAJ-04-2012-01007
   Web of Science ®Google Scholar
• Cooper, B., & Glaesser, J. (2015). Analysing necessity sufficiency with qualitative comparative analysis: How do results vary as case weights change? Quality & Quantity, 50(1), 327–346. https://doi.org/10.1007/s11135-014-0151-3
   Google Scholar
• Cornforth, C., & Brown, W. A. (Eds). (2013). Nonprofit governance: Innovative perspectives and approaches. Routledge.
   Google Scholar
• Crucke, S., & Knockaert, M. (2016). When stakeholder representation leads to faultlines. A study of board service performance in social enterprises. Journal of Management Studies, 53(5), 768–793. https://doi.org/10.1111/joms.12197
   Web of Science ®Google Scholar
• De Andrés-Alonso, P., Azofra-Palenzuela, V., & Romero-Merino, M. E. (2009). Determinants of nonprofit board size and composition: The case of Spanish foundations. Nonprofit and Voluntary Sector Quarterly, 38(5), 784–809. https://doi.org/10.1177/0899764008320501
   Web of Science ®Google Scholar
• Dowling, J., & Pfeffer, J. (1975). Organizational legitimacy: Social values and organizational behavior. The Pacific Sociological Review, 18(1), 122–136. https://doi.org/10.2307/1388226
   Google Scholar
• Ebrahim, A. (2010). The many faces of nonprofit accountability. In D. O. Renz & R. D. Herman (Eds.), The Jossey–Bass handbook of nonprofit leadership and management (pp. 101–121). John Wiley & Sons.
   Google Scholar
• Edelman. (2020). Edelman trust barometer 2020. Edelman. https://www.edelman.com/trust/2020-trust-barometer
   Google Scholar
• Farazmand, A. (2004). Sound governance in the age of globalization: A conceptual framework. In A. Farazmand (Ed.), Sound governance: Policy and administration innovation (pp. 1–24). Praeger Publishers.
   Google Scholar
• Farazmand, A. (2009). Globalization and public administration. Public Administration Review, 59(6), 509–522. https://doi.org/10.2307/3110299
   Web of Science ®Google Scholar
• Farazmand, A. (2012). Sound governance: Engaging citizens through collaborative organizations. Public Organization Review, 12(3), 223–241. https://doi.org/10.1007/s11115-012-0186-7
   Google Scholar
• Farazmand, A. (2013). Governance in the age of globalization: Challenges and opportunities for South and Southeast Asia. Public Organization Review, 13(4), 349–363. https://doi.org/10.1007/s11115-013-0249-4
   Google Scholar
• Farazmand, A. (2017). Governance reforms: The good, the bad, and the ugly; and the sound: Examining the past and exploring the future of public organizations. Public Organization Review, 17(4), 595–617. https://doi.org/10.1007/s11115-017-0398-y
   Google Scholar
• Fiss, P. C. (2011). Building better causal theories: A fuzzy set approach to typologies in organization research. Academy of Management Journal, 54(2), 393–420. https://doi.org/10.5465/amj.2011.60263120
   Web of Science ®Google Scholar
• Freiwirth, J. (2007). Engagement governance for system-wide decision making. Nonprofit Quarterly, 13(summer), 38–41. https://www.nonprofnetwork.org/Resources/Documents/Resources/Engagement%20Governance%20NonQtrly07.pdf
   Google Scholar
• Freiwirth, J. (2017). Rethinking governance in a dynamic environment: Board leadership and governance beyond the boundaries of the board. Journal of Nonprofit Education and Leadership, 7(1), 5–12. https://doi.org/10.18666/JNEL-2017-V7-I1-8021
   Web of Science ®Google Scholar
• Gazley, B., & Nicholson-Crotty, J. (2018). What drives good governance? A structural equation model of nonprofit board performance. Nonprofit and Voluntary Sector Quarterly, 47(2), 262–285. https://doi.org/10.1177/0899764017746019
   Web of Science ®Google Scholar
• Gidron, B. (2010). Promoting civil society in third sector organizations through participatory management patterns. European Management Journal, 28(6), 403–412. https://doi.org/10.1016/j.emj.2010.06.005
   Web of Science ®Google Scholar
• Greckhamer, T. (2011). Cross-cultural differences in compensation level and inequality across occupations: A set-theoretic analysis. Organization Studies, 32(1), 85–115. https://doi.org/10.1177/0170840610380806
   Web of Science ®Google Scholar
• Guo, C., & Musso, J. A. (2007). Representation in nonprofit and voluntary organizations: A conceptual framework. Nonprofit and Voluntary Sector Quarterly, 36(2), 308–326. https://doi.org/10.1177/0899764006289764
   Web of Science ®Google Scholar
• Guo, C., & Zhang, Z. (2013). Mapping the representational dimensions of non‐profit organizations in China. Public Administration, 91(2), 325–346. https://doi.org/10.1111/j.1467-9299.2011.01994.x
   Web of Science ®Google Scholar
• Hai, D. P., Roig-Dobón, S., & Sánchez-García, J. L. (2016). Innovative governance from public policy unities. Journal of Business Research, 69(4), 1524–1528. https://doi.org/10.1016/j.jbusres.2015.10.135
   Web of Science ®Google Scholar
• Hielscher, S., Beckmann, M., & Pies, I. (2014). Participation versus consent: Should corporations be run according to democratic principles? Business Ethics Quarterly, 24(4), 533–563. https://doi.org/10.5840/beq2014111919
   Web of Science ®Google Scholar
• International Association for Public Participation. (2014). IAP2 spectrum of public participation. IAP2 Federation. https://cdn.ymaws.com/www.iap2.org/resource/resmgr/Communications/A3_P2_Pillars_brochure.pdf
   Google Scholar
• Jaskyte, K. (2018). Board attributes and processes, board effectiveness, and organizational innovation: Evidence from nonprofit organizations. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 29(5), 1098–1111. https://doi.org/10.1007/s11266-017-9945-y
   Web of Science ®Google Scholar
• Jreisat, J. (2004). Governance in a globalizing world. International Journal of Public Administration, 27(13–14), 1003–1029. https://doi.org/10.1081/PAD-200039883
   Google Scholar
• Judge, W. Q., Hu, H. W., Gabrielsson, J., Talaulicar, T., Witt, M. A., Zattoni, A., & Adegbite, E. (2015). Configurations of capacity for change in entrepreneurial threshold firms: Imprinting and strategic choice perspectives. Journal of Management Studies, 52(4), 506–530. https://doi.org/10.1111/joms.12121
   Web of Science ®Google Scholar
• Kissane, R. J., & Gingerich, J. (2004). Do you see what I see? Nonprofit and resident perceptions of urban neighborhood problems. Nonprofit and Voluntary Sector Quarterly, 33(2), 311–333. https://doi.org/10.1177/0899764004263519
   Web of Science ®Google Scholar
• Klijn, E. H., & Edelenbos, J. (2013). The influence of democratic legitimacy on outcomes in governance networks. Administration & Society, 45(6), 627–650. https://doi.org/10.1177/0095399712454113
   Web of Science ®Google Scholar
• Krippendorff, K. (2013). Content analysis. An introduction to its methodology (3rd ed.). Sage Publications.
   Google Scholar
• Leardini, C., Moggi, S., & Rossi, G. (2019). The new era of stakeholder engagement: Gaining, maintaining, and repairing legitimacy in nonprofit organizations. International Journal of Public Administration, 42(6), 520–532. https://doi.org/10.1080/01900692.2018.1491593
   Web of Science ®Google Scholar
• Leardini, C., Rossi, G., Moggi, S., & Zardini, A. (2017). When the law shapes nonprofit boards: The key role of local stakeholders. Nonprofit and Voluntary Sector Quarterly, 46(1), 47–70. https://doi.org/10.1177/0899764016634891
   Web of Science ®Google Scholar
• Li, H. (2019). Leadership succession and the performance of nonprofit organizations: A fuzzy‐set qualitative comparative analysis. Nonprofit Management and Leadership, 29(3), 341–361. https://doi.org/10.1002/nml.21339
   Web of Science ®Google Scholar
• McGinnis Johnson, J. (2016). Necessary but not sufficient: The impact of community input on grantee selection. Administration & Society, 48(1) 73–103. https://doi.org/10.1177/0095399713509241
   Web of Science ®Google Scholar
• Mercelis, F., Wellens, L., & Jegers, M. (2016). Beneficiary participation in non-governmental development organisations: A case study in Vietnam. Journal of Development Studies, 52(10), 1446–1462. https://doi.org/10.1080/00220388.2016.1166209
   Web of Science ®Google Scholar
• Murtaza, N. (2012). Putting the lasts first: The case for community-focused and peer-managed NGO accountability mechanisms. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 23(1), 109–125. https://doi.org/10.1007/s11266-011-9181-9
   Web of Science ®Google Scholar
• National Council for Voluntary Organizations. (2010). Good governance. A code for the voluntary and community sector.
   Google Scholar
• Oppenheim, A. N. (2005). Questionnaire design, interviewing and attitude measurement (2nd ed.). Continuum Group.
   Google Scholar
• Pitkin, H. F. (1967). The concept of representation. University of California Press.
   Google Scholar
• Ragab, I. A., Blum, A., & Murphy, M. J. (1981). Representation in neighborhood organizations. Social Development Issues, 5(2/3), 62–73.
   Google Scholar
• Ragin, C. C. (2008). Redesigning social inquiry: Fuzzy sets and beyond. University of Chicago Press.
   Google Scholar
• Ragin, C. C., & Davey, S. (2014). fs/QCA: Fuzzy-set/qualitative comparative analysis, version 2.5 [computer program]. Department of Sociology, University of California.
   Google Scholar
• Ragin, C. C., Strand, S. I., & Rubinson, C. (2017). User’s guide to: Fuzzy-set/Qualitative comparative analysis. Department of Sociology, University of Arizona. http://www.socsci.uci.edu/~cragin/fsQCA/download/fsQCAManual.pdf
   Google Scholar
• Rossi, G., Leardini, C., Moggi, S., & Campedelli, B. (2015). Toward community engagement in non-profit organizations governance. Voluntary Sector Review, 6(1), 21–39. https://doi.org/10.1332/204080515X14251102462737
   Web of Science ®Google Scholar
• Saxton, G. D. (2005). The participatory revolution in nonprofit management. Public Manager, 34(1), 34–39. https://ssrn.com/abstract=1738709
   Google Scholar
• Saxton, G. D., Guo, S. C., & Brown, W. A. (2007). New dimensions of nonprofit responsiveness: The application and promise of internet-based technologies. Public Performance & Management Review, 31(2), 144–173. https://doi.org/10.2753/PMR1530-9576310201
   Google Scholar
• Schachter, H. L. (2011). Reflections on political engagement and voluntary association governance. Nonprofit and Voluntary Sector Quarterly, 40(4), 703–719. https://doi.org/10.1177/0899764010363626
   Web of Science ®Google Scholar
• Schneider, C. Q., & Wagemann, C. (2010). Standards of good practice in qualitative comparative analysis (QCA) and fuzzy-sets. Comparative Sociology, 9(3), 397–418. https://doi.org/10.1163/156913210X12493538729793
   Google Scholar
• Soda, G., & Furnari, S. (2012). Exploring the topology of the plausible: Fs/QCA counterfactual analysis and the plausible fit of unobserved organizational configurations. Strategic Organization, 10(3), 285–296. https://doi.org/10.1177/1476127012452826
   Web of Science ®Google Scholar
• Swanson, L. A. (2013). A strategic engagement framework for nonprofits. Nonprofit Management and Leadership, 23(3), 303–323. https://doi.org/10.1002/nml.21067
   Web of Science ®Google Scholar
• Swindell, D. (2000). Issue representation in neighborhood organizations: Questing for democracy at the grassroots. Journal of Urban Affairs, 22(2), 123–137. https://doi.org/10.1111/0735-2166.00046
   Web of Science ®Google Scholar
• Tate, K. (2004). Black faces in the mirror: African Americans and their representatives in U.S. Congress. Princeton University Press.
   Google Scholar
• Taylor, M., & Warburton, D. (2003). Legitimacy and the role of UK third sector organizations in the policy process. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 14(3), 321–338. https://doi.org/10.1023/A:1025618720650
   Google Scholar
• Van Puyvelde, S., Caers, R., Du Bois, C., & Jegers, M. (2012). The governance of nonprofit organizations: Integrating agency theory with stakeholder and stewardship theories. Nonprofit and Voluntary Sector Quarterly, 41(3), 431–451. https://doi.org/10.1177/0899764011409757
   Web of Science ®Google Scholar
• Wang, A. (2018, forthcoming). Symbolic legitimation in Chinese reform. Environmental Law, 48.
   Google Scholar
• Wang, X., & Wan Wart, M. (2007). When public participation in administration leads to trust: An empirical assessment of managers’ perceptions. Public Administration Review, 67(2), 265–278. https://doi.org/10.1111/j.1540-6210.2007.00712.x
   Web of Science ®Google Scholar
• Winand, M., Rihoux, B., Robinson, L., & Zintz, T. (2013). Pathways to high performance: A qualitative comparative analysis of sport governing bodies. Nonprofit and Voluntary Sector Quarterly, 42(4), 739–762. https://doi.org/10.1177/0899764012443312
   Web of Science ®Google Scholar
• Woodside, A. G. (2010). Case study research: Theory, methods and practice. Emerald Group Publishing.
   Google Scholar
• Woodside, A. G. (2013). Moving beyond multiple regression analysis to algorithms: Calling for adoption of a paradigm shift from symmetric to asymmetric thinking in data analysis and crafting theory. Journal of Business Research, 66(4), 463–472. https://doi.org/10.1016/j.jbusres.2012.12.021
   Web of Science ®Google Scholar
• Yasmin, S., & Ghafran, C. (2021). Accountability and legitimacy of non‐profit organisations: Challenging the current status quo and identifying avenues for future research. Financial Accountability & Management. https://doi.org/10.1111/faam.12280
   Web of Science ®Google Scholar
• Zhang, Z., & Guo, C. (2020). Still hold aloft the banner of social change? Nonprofit advocacy in the wave of commercialization. International Review of Administrative Sciences, 0020852319879979. https://doi.org/10.1177/0020852319879979
   Web of Science ®Google Scholar