Exploring the Use of Outcome Measures in Human Service Nonprofits: Combining Agency, Institutional, and Organizational Capacity Perspectives

References

• Andrews, R., & Boyne, G. A. (2010). Capacity, leadership, and organizational performance: Testing the black box model of public management. Public Administration Review, 70(3), 443–454. doi:10.1111/j.1540-6210.2010.02158.x.
   Web of Science ®Google Scholar
• Arrow, K. (1971). Essays in the theory of risk-bearing. Chicago, IL: Markham.
   Google Scholar
• Austin, M. J., Regan, K., Samples, M. W., Schwartz, S. L., & Carnochan, S. (2011). Building managerial and organizational capacity in nonprofit human service organizations through a leadership development program. Administration in Social Work, 35(3), 258–281. doi:10.1080/03643107.2011.575339.
   Web of Science ®Google Scholar
• Azur, M. J., Stuart, E. A., Frangakis, C., & Leaf, P. J. (2011). Multiple imputation by chained equations: What is it and how does it work? International Journal of Methods in Psychiatric Research, 20(1), 40–49. doi:10.1002/mpr.329.
   PubMed Web of Science ®Google Scholar
• Barman, E., & MacIndoe, H. (2012). Institutional pressures and organizational capacity: The case of outcome Measurement. Sociological Forum, 27(1), 70–93. doi:10.1111/j.1573-7861.2011.01302.x.
   Web of Science ®Google Scholar
• Beckert, J. (1999). Agency, entrepreneurs, and institutional change: The role of strategic choice and institutional practices in organizations. Organizational Studies, 20(5), 777–799. doi:10.1177/0170840699205004.
   Web of Science ®Google Scholar
• Bergen, M., Dutta, S., & Walker, O. C. Jr. (1992). Agency relationships in marketing: A review of the implications and applications of agency and related theories. Journal of Marketing, 56, 1–24. doi:10.2307/1252293.
   Web of Science ®Google Scholar
• Berman, E., & Wang, X. (2000). Performance measurement in U.S. counties: Capacity for reform. Public Administration Review, 60(5), 409–420. doi:10.1111/0033-3352.00104.
   Web of Science ®Google Scholar
• Bohte, J., & Meier, K. J. (2000). Goal displacement: Assessing the motivation for organizational cheating. Public Administration Review, 60(2), 173–182. doi:10.1111/0033-3352.00075.
   Web of Science ®Google Scholar
• Bowman, W. (2011). Financial capacity and sustainability of ordinary nonprofits. Nonprofit Management and Leadership, 22(1), 37–51. doi:10.1002/nml.20039.
   Web of Science ®Google Scholar
• Cairns, B., Harris, M., Hutchison, R., & Tricker, M. (2005). Improving performance? The adoption and implementation of quality systems in UK nonprofits. Nonprofit Management and Leadership, 16(2), 135–151. doi:10.1002/nml.97.
   Google Scholar
• Carman, J. G., & Fredericks, K. A. (2008). Nonprofits and evaluation: Empirical evidence from the field. New Directions for Evaluation, 2008(119), 51–71. doi:10.1002/ev.268.
   Google Scholar
• Christensen, R. K., & Gazley, B. (2008). Capacity for public administration: Analysis of meaning and measurement. Public Administration and Development, 28(4), 265–279. doi:10.1002/pad.500.
   Web of Science ®Google Scholar
• Cosner, S. (2009). Building organizational capacity through trust. Educational Administration Quarterly, 45(2), 248–291. doi:10.1177/0013161x08330502.
   Web of Science ®Google Scholar
• Curristine, T., Lonti, Z., & Joumard, I. (2007). Improving public sector efficiency: Challenges and opportunities. OECD Journal on Budgeting, 7(1), 161. doi:10.1787/budget-v7-art6-en.
   Google Scholar
• Davis, J. H., Schoorman, F. D., & Donaldson, L. (1997). Toward a stewardship theory of management. Academy of Management Review, 22(1), 20–47. doi:10.5465/amr.1997.9707180258.
   Web of Science ®Google Scholar
• de Lancer Julnes, P., & Holzer, M. (2001). Promoting the utilization of performance measures in public organizations: An empirical study of factors affecting adoption and implementation. Public Administration Review, 61(6), 693–708. doi:10.1111/0033-3352.00140.
   Web of Science ®Google Scholar
• DiMaggio, P., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160. Available at http://www.jstor.org/stable/2095101
   Web of Science ®Google Scholar
• Ebrahim, A. S., & Rangan, V. K. (2010). The limits of nonprofit impact: A contingency framework for measuring social performance (Working Paper No. 10–099). Boston, MA: Harvard Business School. Available at http://www.hbs.edu/faculty/Publication%20Files/10-099.pdf
   Google Scholar
• Eckerd, A., & Moulton, S. (2010). Heterogeneous roles and heterogeneous practices: Understanding the adoption and uses of nonprofit performance evaluations. American Journal of Evaluation, 32(1), 98–117. doi:10.1177/1098214010381780.
   Web of Science ®Google Scholar
• Eisenhardt, K. M. (1989). Agency theory: An assessment and review. Academy of Management Review, 14(1), 57–74. doi:10.5465/amr.1989.4279003.
   Web of Science ®Google Scholar
• Eisinger, P. (2002). Organizational capacity and organizational effectiveness among street-level food assistance programs. Nonprofit and Voluntary Sector Quarterly, 31(1), 115–130. doi:10.1177/0899764002311005.
   Web of Science ®Google Scholar
• Folz, D. H., Abdelrazek, R., & Chung, Y. (2009). The adoption, use, and impacts of performance measures in medium-size cities. Public Performance & Management Review, 33(1), 63–87. doi:10.2753/pmr1530-9576330103.
   Web of Science ®Google Scholar
• Frank, H. A., & D’Souza, J. (2004). Twelve years into the performance measurement revolution: Where we need to go in implementation research. International Journal of Public Administration, 27(8–9), 701–718. doi:10.1081/pad-120030262.
   Google Scholar
• Frumkin, P., & Galaskiewicz, J. (2004). Institutional isomorphism and public sector organizations. Journal of Public Administration Research and Theory, 14(3), 283–307. doi:10.1093/jopart/muh028.
   Web of Science ®Google Scholar
• Garson, G. D. (2012a). Validity and reliability. Asheboro, NC: Statistical Associates. Available at http://www.statisticalassociates.com/validityandreliability.htm
   Google Scholar
• Garson, G. D. (2012b). Logistic regression. Asheboro, NC: Statistical Associates. Available at http://www.statisticalassociates.com/logistic.htm
   Google Scholar
• Gazley, B. (2010). Linking collaborative capacity to performance measurement in government—Nonprofit partnerships. Nonprofit and Voluntary Sector Quarterly, 39(4), 653–673. doi:10.1177/0899764009360823.
   Web of Science ®Google Scholar
• Gormley, W. T., & Weimer, D. L. (1999). Organizational report cards. Cambridge, MA: Harvard University Press. Available at https://books.google.com/books?isbn=067464350X
   Google Scholar
• Graham, J. W., & Schafer, J. L. (1999). On the performance of multiple imputation for multivariate data with small sample size. In R. H. Hoyle (Ed.), Statistical strategies for small sample research (pp. 1–32). Thousand Oaks, CA: Sage. Available at https://books.google.com/books?isbn=0761908862
   Google Scholar
• Greve, H. R. (1998). Performance, aspirations, and risky organizational change. Administrative Science Quarterly, 43, 58–86. doi:10.2307/2393591.
   Web of Science ®Google Scholar
• Guerrero, E. G., Aarons, G. A., & Palinkas, L. A. (2014). Organizational capacity for service integration in community-based addiction health services. American Journal of Public Health, 104(4), e40–e47. doi:10.2105/ajph.2013.301842.
   Google Scholar
• Hatry, H., Lampkin, L., Morley, E., & Cowan, J. (2002). How and why nonprofits use outcome information. Washington, DC: The Urban Institute. Available at http://www.urban.org/sites/default/files/publication/60051/310464-How-and-Why-Nonprofits-Use-Outcome-Information.PDF
   Google Scholar
• Henderson, A. C., & Bromberg, D. E. (2015). Performance information use in local government: Monitoring relationships with emergency medical services agencies. Public Performance & Management Review, 39(1), 58–82. doi:10.1080/15309576.2016.1071162.
   Web of Science ®Google Scholar
• Hendricks, M., Plantz, M. C., & Pritchard, K. J. (2008). Measuring outcomes of United Way–funded programs: Expectations and reality. New Directions for Evaluation, 2008(119), 13–35. doi:10.1002/ev.266.
   Google Scholar
• Héritier, A. (2003). New modes of governance in Europe: Increasing political capacity and policy effectiveness. The State of the European Union, 6, 105–126. doi:10.1093/019925740X.003.0005.
   Google Scholar
• Hildebrandt, S. A., & Eom, M. (2011). Teacher professionalization: Motivational factors and the influence of age. Teaching and Teacher Education, 27(2), 416–423. doi:10.1016/j.tate.2010.09.011.
   Web of Science ®Google Scholar
• Jensen, M., & Meckling, W. (1976). Theory of the firm: Managerial behavior, agency costs, and ownership structure. Journal of Financial Economics, 3, 305–360. doi:10.1016/0304-405X(76)90026-X.
   Web of Science ®Google Scholar
• Jiang, B., & Qureshi, A. (2006). Research on outsourcing results: Current literature and future opportunities. Management Decision, 44(1), 44–55. doi:10.1108/00251740610641454.
   Google Scholar
• Jones, M. B. (2007). The multiple sources of mission drift. Nonprofit and Voluntary Sector Quarterly, 36(2), 299–307. doi:10.1177/0899764007300385.
   Web of Science ®Google Scholar
• Joyce, P. G. (2011). The Obama administration and PBB: Building on the legacy of federal performance‐informed budgeting? Public Administration Review, 71(3), 356–367. doi:10.1111/j.1540-6210.2011.02355.x.
   Web of Science ®Google Scholar
• Judge, W. Q., & Elenkov, D. (2005). Organizational capacity for change and environmental performance: An empirical assessment of Bulgarian firms. Journal of Business Research, 58(7), 893–901. doi:10.1016/j.jbusres.2004.01.009.
   Web of Science ®Google Scholar
• Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Boston, MA: Harvard Business School Press. Available at https://books.google.com/books?isbn=1422148165
   Google Scholar
• Kearns, K. P. (1994). The strategic management of accountability in nonprofit organizations: An analytical framework. Public Administration Review, 54, 185–192. doi:10.2307/976528.
   Web of Science ®Google Scholar
• Kondra, A. Z., & Hinings, C. R. (1998). Organizational diversity and change in institutional theory. Organization Studies, 19(5), 743–767. doi:10.1177/017084069801900502.
   Web of Science ®Google Scholar
• LeRoux, K., & Wright, N. S. (2010). Does performance measurement improve strategic decision making? Findings from a national survey of nonprofit social service agencies. Nonprofit and Voluntary Sector Quarterly, 39(4), 571–587. doi:10.1177/0899764009359942
   Web of Science ®Google Scholar
• Logan, M. S. (2000). Using agency theory to design successful outsourcing relationships. International Journal of Logistics Management, 11(2), 21–32. doi:10.1108/09574090010806137.
   Google Scholar
• MacIndoe, H., & Barman, E. (2012). How organizational stakeholders shape performance measurement in nonprofits: Exploring a multidimensional measure. Nonprofit and Voluntary Sector Quarterly, 42(4), 716–738. doi:10.1177/0899764012444351.
   Web of Science ®Google Scholar
• Marshall, M. (1996). Development and use of outcome information in government: Prince William County, Virginia. Washington, DC: ASPA.
   Google Scholar
• McGuire, M., & Silvia, C. (2010). The effect of problem severity, managerial and organizational capacity, and agency structure on intergovernmental collaboration: Evidence from local emergency management. Public Administration Review, 70(2), 279–288. doi:10.1111/j.1540-6210.2010.02134.x.
   Web of Science ®Google Scholar
• Melkers, J., & Willoughby, K. (2005). Models of performance‐measurement use in local governments: Understanding budgeting, communication, and lasting effects. Public Administration Review, 65(2), 180–190. doi:10.1111/j.1540-6210.2005.00443.x.
   Web of Science ®Google Scholar
• Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83, 340–363. doi:10.1086/226550.
   Web of Science ®Google Scholar
• Modell, S. (2009). Institutional research on performance measurement and management in the public sector accounting literature: A review and assessment. Financial Accountability & Management, 25(3), 277–303. doi:10.1111/j.1468-0408.2009.00477.x.
   Google Scholar
• Moore, M. H. (2003). The public value scorecard: A rejoinder and an alternative to “Strategic performance measurement and management in non-profit organizations” by Robert Kaplan (Working Paper No. 18). Cambridge, MA: Hauser Center for Nonprofit Organizations, John F. Kennedy School of Government, Harvard University. doi:10.2139/ssrn.402880.
   Google Scholar
• Moxham, C. (2009). Performance measurement: Examining the applicability of the existing body of knowledge to nonprofit organisations. International Journal of Operations & Production Management, 29(7), 740–763. doi:10.1108/01443570910971405.
   Web of Science ®Google Scholar
• Moynihan, D. P. (2005). Why and how do state governments adopt and implement “Managing for results” reforms? Journal of Public Administration Research and Theory, 15(2), 219–243. doi:10.1093/jopart/mui012.
   Web of Science ®Google Scholar
• Moynihan, D. P. (2009). Through a glass, darkly: Understanding the effects of performance regimes. Public Performance & Management Review, 32(4), 592–603. doi:10.2753/PMR1530-9576320409.
   Google Scholar
• Moynihan, D. P., & Landuyt, N. (2009). How do public organizations learn? Bridging cultural and structural perspectives. Public Administration Review, 69(6), 1097–1105. doi:10.1111/j.1540-6210.2009.02067.x.
   Web of Science ®Google Scholar
• Moynihan, D. P., & Pandey, S. K. (2010). The big question for performance management: Why do managers use performance information? Journal of Public Administration Research and Theory, 20(4), 849–866. doi:10.1093/jopart/muq004.
   Web of Science ®Google Scholar
• Mukamel, D. B., Haeder, S. F., & Weimer, D. L. (2014). Top-down and bottom-up approaches to health care quality: The impacts of regulation and report cards. Annual Review of Public Health, 35, 477–497. doi:10.1146/annurev-publhealth-082313-115826.
   PubMed Web of Science ®Google Scholar
• Poister, T. H. (2010). The future of strategic planning in the public sector: Linking strategic management and performance. Public Administration Review, 70(s1), s246–s254. doi:10.1111/j.1540-6210.2010.02284.x.
   Web of Science ®Google Scholar
• Poister, T. H., & Streib, G. (1999). Performance measurement in municipal government: Assessing the state of the practice. Public Administration Review, 59, 325–335. doi:10.2307/3110115.
   Web of Science ®Google Scholar
• Poole, D. L., Davis, J. K., Reisman, J., & Nelson, J. E. (2001). Improving the quality of outcome evaluation plans. Nonprofit Management and Leadership, 11(4), 405–421. doi:10.1002/nml.11402.
   Google Scholar
• Propper, C., & Wilson, D. (2003). The use and usefulness of performance measures in the public sector. Oxford Review of Economic Policy, 19(2), 250–267. doi:10.1093/oxrep/19.2.250.
   Web of Science ®Google Scholar
• Ross, S. (1973). The economic theory of agency: The principal’s problem. American Economic Review, 63, 134–139. Available at http://www.jstor.org/stable/1817064
   Web of Science ®Google Scholar
• Roy, C., & Seguin, F. (2000). The institutionalization of efficiency-oriented approaches for public service improvement. Public Productivity & Management Review, 23(4), 449–468. doi:10.2307/3380563.
   Google Scholar
• Russ-Eft, D., & Preskill, H. (2009). Evaluation in organizations: A systematic approach to enhancing learning, performance, and change (2nd ed.). New York, NY: Basic Books.
   Google Scholar
• Schafer, J. L., & Graham, J. W. (2002). Missing data: Our view of the state of the art. Psychological Methods, 7(2), 147–177. doi:10.1037/1082-989x.7.2.147.
   PubMed Web of Science ®Google Scholar
• Shapiro, S. P. (2005). Agency theory. Annual Review of Sociology, 31, 263–284. doi:10.1146/annurev.soc.31.041304.122159.
   Web of Science ®Google Scholar
• Sobeck, J., & Agius, E. (2007). Organizational capacity building: Addressing a research and practice gap. Evaluation and Program Planning, 30(3), 237–246. doi:10.1016/j.evalprogplan.2007.04.003.
   PubMed Web of Science ®Google Scholar
• Speklé, F., & Verbeeten, H. (2014). The use of performance measurement systems in the public sector: Effects on performance. Management Accounting Research, 25(2), 131–146. doi:10.1016/j.mar.2013.07.004.
   Web of Science ®Google Scholar
• Thomson, D. E. (2010). Exploring the role of funders’ performance reporting mandates in nonprofit performance measurement. Nonprofit and Voluntary Sector Quarterly, 39(4), 611–629. doi:10.1177/0899764009360575.
   Web of Science ®Google Scholar
• Tolbert, P. S., & Zucker, L. G. (1999). The institutionalization of institutional theory. In S. R. Clegg & C. Hardy (Eds.), Studying organization: Theory & method (pp. 169–184). London, UK: Sage. doi:10.4135/9781446218556.n6.
   Google Scholar
• Tuckman, H. P., & Chang, C. F. (1991). A methodology for measuring the financial vulnerability of charitable nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 20(4), 445–460. doi:10.1177/089976409102000407
   Google Scholar
• Van Dooren, W. (2008). Nothing new under the sun? Change and continuity in the twentieth-century performance movements. In S. Van de Walle & W. Van Dooren (Eds.), Performance information in the public sector: How it is used (pp. 11–23). Basingstoke, UK: Palgrave Macmillan. doi:10.1007/978-1-137-10541-7_2.
   Google Scholar
• Van Slyke, D. M. (2007). Agents or stewards: Using theory to understand the government-nonprofit social service contracting relationship. Journal of Public Administration Research and Theory, 17(2), 157–187. doi:10.1093/jopart/mul012.
   Web of Science ®Google Scholar
• Wayman, J. C. (2003, April). Multiple imputation for missing data: What is it and how can I use it? Paper presented at the 2003 Annual Meeting of the American Educational Research Association: “Accountability for Educational Quality: Shared Responsibility,” Chicago, IL. Available at https://pdfs.semanticscholar.org/14e7/b7ccb82a7802555a598fe32bb0897fe692fd.pdf
   Google Scholar
• Wilson, R. (1968). The theory of syndicates. Econometrica: Journal of the Econometric Society, 36, 119–132. doi:10.2307/1909607.
   Web of Science ®Google Scholar
• Yang, A., & Taylor, M. (2013). The relationship between the professionalization of public relations, societal social capital and democracy: Evidence from a cross-national study. Public Relations Review, 39(4), 257–270. doi:10.1016/j.pubrev.2013.08.002.
   Web of Science ®Google Scholar
• Yang, K. (2009). Examining perceived honest performance reporting by public organizations: Bureaucratic politics and organizational practice. Journal of Public Administration Research and Theory, 19(1), 81–105. doi:10.1093/jopart/mum042.
   Web of Science ®Google Scholar
• Zimmerman, M. A., & Zeitz, G. J. (2002). Beyond survival: Achieving new venture growth by building legitimacy. Academy of Management Review, 27(3), 414–431. doi:10.2307/4134387.
   Web of Science ®Google Scholar
• Zucker, L. G. (1987). Institutional theories of organization. Annual Review of Sociology, 13, 443–464. doi:10.1146/annurev.soc.13.1.443.
   Web of Science ®Google Scholar