775
Views
15
CrossRef citations to date
0
Altmetric
Original Articles

The Nexus of Public and Nonprofit Management

Pages 11-33 | Received 28 Jul 2017, Accepted 10 Jun 2018, Published online: 10 Oct 2018

References

  • Alexander, J., Brudney, J. L., & Yang, K. (2010). Introduction to the symposium: Accountability and performance measurement: The evolving role of nonprofits in the hollow state. Nonprofit and Voluntary Sector Quarterly, 39(4), 565–570.
  • Allison, G. T. (1992). Public and private management: Are they fundamentally alike in all unimportant respects? In G. M. Shafritz & A. C. Hyde (Eds.), Classics of public administration. (pp. 457–474). Belmont: Wadsworth.
  • Benson, B. L. (2017). Are roads public goods, club goods, private goods, or common pools? In J. Hall (Ed.), Explorations in public sector economics: Essays by prominent economists. Cham, CH: Springer International Publishing.
  • Bianchi, C., & Williams, D. W. (2015). Applying system dynamics modeling to foster a cause-and-effect perspective in dealing with behavioral distortions associated with a city’s performance measurement programs. Public Performance & Management Review, 38(3), 395–425.
  • Bingham, L. B., Nabatchi, T., & O’Leary, R. (2005). The new governance: Practices and processes for stakeholder and citizen participation in the work of government. Public Administration Review, 65(5), 547–558.
  • Bovaird, T., & Loeffler, E. (2012). From engagement to co-production: The contribution of users and communities to outcomes and public value. Voluntas: International journal of voluntary and nonprofit organizations, 23(4), 1119–1138.
  • Boyte, H. C. (2011). Constructive politics as public work. Political Theory, 39(5), 630–660. doi:10.1177/0090591711413747
  • Bozeman, B. (2007). Public values and public interest: Counterbalancing economic individualism. Washington, DC: Georgetown University Press.
  • Bright, L. (2016). Is public service motivation a better explanation of nonprofit career preferences than government career preferences? Public Personnel Management, 45(4), 405–424.
  • Bromley, P., & Meyer, J. W. (2017). "They are all organizations": The cultural roots of blurring between the nonprofit, business, and government sectors. Administration & Society, 49(7), 939–966. doi:10.1177/0095399714548268
  • Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational acheivement (4th ed.). San Francisco, CA: Wiley.
  • Bryson, J. M., Crosby, B. C., & Bloomberg, L. (2014). Public value governance: Moving beyond traditional public administration and the new public management. Public Administration Review, 74(4), 445–456. doi:10.1111/puar.12238
  • Chun, Y. H., & Rainey, H. G. (2005). Goal ambiguity and organizational performance in U.S. federal agencies. Journal of Public Administration Research and Theory, 15(4), 529–557.
  • Cooper, P. J. (1990). Public administration review: The first fifty years. Public Administration Review, 50(2), 293–311.
  • DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160.
  • Dunleavy, P., Margetts, H., Bastow, S., & Tinkler, J. (2006). New public management is dead—long live digital-era governance. Journal of Public Administration Research and Theory, 16(3), 467–494. doi:10.1093/jopart/mui057
  • Ebrahim, A. (2005). Accountability myopia: Losing sight of organizational learning. Nonprofit and Voluntary Sector Quarterly, 34(1), 56–87. doi:10.1177/0899764004269430
  • Eikenberry, A. M., & Mirabella, R. M. (2018). Extreme philanthropy: Philanthrocapitalism, effective altruism, and the discourse of neoliberalism. PS: Political Science & Politics, 51(01), 43–47.
  • Flanagin, A. J., Stohl, C., & Bimber, B. (2006). Modeling the structure of collective action. Communication Monographs, 73(1), 29–54.
  • Gneiting, U., & Schmitz, H. P. (2016). Comparing global alcohol and tobacco control efforts: Network formation and evolution in international health governance. Health Policy and Planning, 31(suppl 1), i98–i109. doi:10.1093/heapol/czv125
  • Greiling, D., & Halachmi, A. (2013). Accountability and organizational learning in the public sector. Public Performance & Management Review, 36(3), 380–406. doi:10.2753/PMR1530-9576360301
  • Grizzle, G. A. (2002). Performance management and dysfunction: The dark side of quantifying work. Public Performance & Management Review, 25(4), 363–369.
  • Gugerty, M. K. (2009). Signaling virtue: Voluntary accountability programs among nonprofit organizations. Policy Sciences, 42(3), 243–273.
  • Hall, L. M., & Kennedy, S. S. (2008). Public and nonprofit management and the "New Governance". The American Review of Public Administration, 38(3), 307–321.
  • Hansmann, H. B. (1980). The role of nonprofit enterprise. The Yale Law Journal, 89(5), 835–902.
  • Heinrich, C. J. (2002). Outcomes-based performance management in the public sector: Implications for government accountability and effectiveness. Public Administration Review, 62(6), 712–725.
  • Herman, R. D., & Renz, D. O. (1997). Multiple constituencies and the social construction of nonprofit organization effectiveness. Nonprofit and Voluntary Sector Quarterly, 26(2), 185–206.
  • Herman, R. D., & Renz, D. O. (1999). Theses on nonprofit organizational effectiveness. Nonprofit and Voluntary Sector Quarterly, 28(2), 107–126.
  • Herman, R. D., & Renz, D. O. (2008). Advancing nonprofit organizational effectiveness research and theory: Nine theses. Nonprofit Management & Leadership, 18(4), 399–415.
  • Jun, J. S. (2007). The social construction of public administration: Interpretive and critical perspectives. Albany, NY: SUNY Press.
  • Jung, C. S. (2012). Navigating a rough terrain of public management: Examining the relationship between organizational size and effectiveness. Journal of Public Administration Research and Theory, 23(3), 663–686.
  • Jung, C. S. (2014). Extending the theory of goal ambiguity to programs: Examining the relationship between goal ambiguity and performance. Public Administration Review, 74(2), 205–219.
  • Kania, J., & Kramer, M. (2011). Collective impact. Stanford Social Innovation Review (Winter), 36–41.
  • Koppell, J. G. S. (2005). Pathologies of accountability: ICANN and the challenge of “Multiple Accountabilities Disorder”. Public Administration Review, 65(1), 94–108. doi:10.1111/j.1540-6210.2005.00434.x
  • Lecy, J. D., Schmitz, H. P., & Swedlund, H. (2011). Non-governmental and not-for-profit organizational effectiveness: A modern synthesis. Voluntas, 23(2), 434–457. doi:10.1007/s11266-011-9204-6
  • Lecy, J. D., Schmitz, H. P., & Swedlund, H. (2012). Non-governmental and not-for-profit organizational effectiveness: A modern synthesis. Voluntas, 23(2), 434–457.
  • Lecy, J. D., & Searing, E. A. M. (2015). Anatomy of the nonprofit starvation cycle: An analysis of falling overhead ratios in the nonprofit sector. Nonprofit and Voluntary Sector Quarterly, 44(3), 539–563. doi:10.1177/0899764014527175
  • Lee, D., & Brower, R. S. (2006). Pushing the envelope on organizational effectiveness: Combining and old framework and a sharp tool. Public Performance and Management Review, 30(2), 155–178.
  • Linders, D. (2012). From e-government to we-government: Defining a typology for citizen coproduction in the age of social media. Government Information Quarterly, 29(4), 446–454. doi:10.1016/j.giq.2012.06.003
  • Lohmann, R. A. (1989). And lettuce is nonanimal: Toward a positive economics of voluntary action. Nonprofit and Voluntary Sector Quarterly, 18(4), 367–383.
  • Lohmann, R. A. (1992). The Commons. San Francisco, CA: Jossey-Bass.
  • Lohmann, R. A. (2007). Charity, Philanthropy, public service, or enterprise: What are the big questions of nonprofit management today? Public Administration Review, 67(3), 437–444.
  • Meyer, J. W. (2010). World society, institutional theories, and the Actor. Annual Review of Sociology, 36(1), 1–20. doi:10.1146/annurev.soc.012809.102506
  • Milward, H. B., & Provan, K. G. (2000). Governing the hollow state. Journal of Public Administration Research and Theory, 10(2), 359–380. doi:10.1093/oxfordjournals.jpart.a024273
  • Mitchell, G. E. (2013). The construct of organizational effectiveness: Perspectives from leaders of international nonprofits in the United States. Nonprofit and Voluntary Sector Quarterly, 42(2), 324–343. doi:10.1177/0899764011489
  • Mitchell, G. E. (2014a). Collaborative propensities among transnational NGOs registered in the United States. American Review of Public Administration, 44(5), 575–599. doi:10.1177/0275074012474337
  • Mitchell, G. E. (2014b). Creating a philanthropic marketplace through accounting, disclosure, and intermediation. Public Performance and Management Review, 38(1), 23–47.
  • Mitchell, G. E. (2014c). Strategic responses to resource dependence among transnational NGOs registered in the United States. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 25(1), 67–91.
  • Mitchell, G. E. (2015). The attributes of effective NGOs and the leadership values associated with a reputation for organizational effectiveness. Nonprofit Management & Leadership, 28(1), 39–57.
  • Mitchell, G. E., & Berlan, D. (2016). Evaluation and evaluative rigor in the nonprofit sector. Nonprofit Management & Leadership, 27(2), 237–250. doi:10.1002/nml.21236
  • Mitchell, G. E., O’Leary, R., & Gerard, C. (2015). Collaboration and performance: Perspectives from public managers and NGO leaders. Public Performance and Management Review, 38(4), 684–716.
  • Mitchell, G. E., & Stroup, S. S. (2016). The reputations of NGOs: Peer evaluations of effectiveness. The Review of International Organizations, 12(3), 397–419. doi:10.1007/s11558-016-9259-7
  • Moore, M. H. (2000). Managing for value: Organizational strategy in For-Profit, Nonprofit, and Governmental Organizations. Nonprofit and Voluntary Sector Quarterly, 29(1), 183–204.
  • Moynihan, D. P. (2006). Managing for results in state government: Evaluating a decade of reform. Public Administration Review, 66(1), 77–89.
  • Nabatchi, T., Sancino, A., & Sicilia, M. (2017). Varieties of participation in public services: The Who, When, and What of Coproduction. Public Administration Review, 77(5), 766–776. doi:10.1111/puar.12765
  • Osborne, S. P., & Strokosch, K. (2013). It takes two to tango? understanding the Co‐production of public services by integrating the services management and public administration perspectives. British Journal of Management, 24(S1), S31.
  • Osborne, S. P. (Ed.) (2010). The new public governance? Emerging perspectives on the theory and practice of public governance. London: Routledge.
  • Pandey, S. K., Pandey, S., Breslin, R. A., & Broadus, E. D. (2017). Public service motivation research program: Key challenges and future prospects. In Jos Raadshelders & Richard Stillman (Eds.), Foundations of Public Administration (pp. 314–332). Irvine, CA: Melvin and Leigh.
  • Pestoff, V. (2006). Citizens and co-production of welfare services. Public Management Review, 8(4), 503–519.
  • Pfeffer, J., & Salancik, G. R. (2003). The external control of organizations: A resource dependence perspective (Classic ed.). Stanford, CA: Stanford University Press.
  • Radin, B. A. (2000). The government performance and results act and the tradition of federal management reform: Square pegs in round holes? Journal of Public Administration Research and Theory, 10(1), 111–135.
  • Radnor, Z. (2008). Hitting the target and missing the point. In D. Wouter Van & W. Steven Van De (Eds.), Performance information in the public sector: How it is used (pp. 94–105). New York: Palgrave Macmillan.
  • Ramanath, R. (2009). Limits to institutional isomorphism: Examining internal processes in NGO-Government interactions. Nonprofit and Voluntary Sector Quarterly, 38(1), 51–76.
  • Salamon, L. M. (1987). Of market failure, voluntary failure, and third-party government: Toward a theory of government-nonprofit relations in the modern welfare state. Journal of Voluntary Action Research, 16(1-2), 29–49.
  • Salamon, L. M. (2016). Market Failure. In J. Steven Ott & Lisa A. Dicke (Eds.), The Nature of the Nonprofit Sector (pp. 119–102). Boulder, CO: Westview Press.
  • Schillemans, T., & Busuioc, M. (2015). Predicting public sector accountability: From agency drift to forum drift. Journal of Public Administration Research and Theory, 25(1), 191–215. doi:10.1093/jopart/muu024
  • Seibel, W. (1996). Successful failure. American Behavioral Scientist, 39(8), 1011–1024. doi:10.1177/0002764296039008006
  • Senge, P., Hamilton, H., & Kania, J. (2015). The Dawn of System Leadership (pp. 27–33). Stanford Social Innovation Review (Winter).
  • Shingler, J., Loon, M. E. V., Alter, T. R., & Bridger, J. C. (2008). The importance of subjective data for public agency performance evaluation. Public Administration Review, 68(6), 1101–1111.
  • Smith, S. R. (2008). The challenge of strengthening nonprofits and civil society. Public Administration Review, 68, S132–S145.
  • Smith, S. R. (2010). Nonprofits and public administration: Reconciling performance management and citizen engagement. The American Review of Public Administration, 40(2), 129–152.
  • Smith, S. R., & Lipsky, M. (2009). Nonprofits for hire: The welfare state in the age of contracting. Cambridge, MA: Harvard University Press.
  • Steinberg, R. (2006). Economic theories of nonprofit organizations. In W. P. Walter & R. Steinberg (Eds.), The nonprofit sector: A research handbook. New Haven, CT: Yale University Press.
  • Stone, M. M., & Ostrower, F. (2007). Acting in the public interest? Another look at research on nonprofit governance. Nonprofit and Voluntary Sector Quarterly, 36(3), 416–438.
  • Tremblay-Boire, J., Prakash, A., & Gugerty, M. K. (2016). Regulation by reputation: Monitoring and sanctioning in nonprofit accountability clubs. Public Administration Review, 1–11. doi:10.1111/puar.12539
  • Van Slyke, D. M. (2007a). 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.
  • Van Slyke, D. M. (2007b). 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.
  • Weber, E. P., & Khademian, A. M. (2008). Wicked problems, knowledge challenges, and collaborative capacity builders in network settings. Public Administration Review, 68(2), 334–349.
  • Wedlin, L., & Kerstin, S. (2017). The imitation and translation of management ideas. In Thomas B. Lawrence & Renate E. Meyer (Eds.), The sage handbook of organizational institutionalism (2nd ed., pp. 102–127). Thousand Oaks: Sage.
  • Weisbrod, B. A. (1988). The nonprofit economy. Cambridge, MA: Harvard University Press.
  • Willems, J., Jegers, M., & Faulk, L. (2015). Organizational effectiveness reputation in the nonprofit sector. Public performance and management review, 39(2), 454–475.
  • Young, D. R. (2016a). Contract failure theory. In J. Steven Ott & Lisa A. Dicke (Eds.), The nature of the nonprofit sector (pp. 121–125). Boulder, CO: Westview Press.
  • Young, D. R. (2016b). Government failure theory. In J. Steven Ott & Lisa A. Dicke (Eds.), The nature of the nonprofit sector (pp. 126–128). Boulder, CO: Westview Press.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.