Charitable Giving in the Public Workplace

References

• Andreoni, J. (1989). Giving with impure altruism: Applications to charity and Ricardian equivalence. Journal of Political Economy, 97(6), 1447.
   Google Scholar
• Andreoni, J. (1990). Impure altruism and donations to public goods: A theory of warm-glow giving. Economic Journal, 100, 464-477.
   Google Scholar
• Andreoni, J., & Payne, A. (2003). Do government grants to private charities crowd out giving or fund-raising? American Economic Review, 93(3), 792-812.
   Google Scholar
• Andreoni, J., & Payne, A. (2007, December). Crowding out both sides of the philanthropy market: Evidence from a panel of charities. Available at http://ideas.repec.org/p/cla/levrem/122247000000001769.html
   Google Scholar
• Andreoni, J., & Scholz, J. K. (1998). An econometric analysis of charitable giving with interdependent preferences. Economic Inquiry, 36, 410-428.
   Google Scholar
• Andreoni, J., Brown, E., & Rischall, I. (2003). Charitable giving by married couples: Who decides, and why does it matter? Journal of Human Resources, 38(1), 111-133.
   Google Scholar
• Arulampalam, W., Backus, P. G., & Micklewright, J. (2009). Donations for overseas development: Evidence from a panel of UK charities. Southampton, UK: Southampton Statistical Sciences Research Institute. Available at http://eprints.soton.ac.uk/65908/1/s3ri-workingpaper-A09-02.pdf
   Google Scholar
• Australian Charities Fund. (2003). Workplace giving. Information sheet. Sydney.
   Google Scholar
• Babcock, C. R. (1992). 3 large locals ask national United Way about president's spending. Washington Post, February 20, A6.
   Google Scholar
• Barker, J. R. (1993). Tightening the iron cage: Concertive control in self-managing teams. Administrative Science Quarterly, 38, 408-437.
   Google Scholar
• Barman, E. (2002). Asserting difference: The strategic response of nonprofit organizations to competition. Social Forces, 80(4), 1191-1222.
   Google Scholar
• Barman, E. (2006). Contesting communities: The transformation of workplace charity. Palo Alto, CA: Stanford University Press.
   Google Scholar
• Barman, E. (2007). An institutional approach to donor control: From dyadic ties to a field level analysis. American Journal of Sociology, 112(5), 1416-1457.
   Google Scholar
• Barman, E. (2008). With strings attached: Nonprofits and the adoption of donor choice. Nonprofit and Voluntary Sector Quarterly, 37(1), 39-56.
   Google Scholar
• Becker, G. S. (1974). A theory of social interactions. Journal of Political Economy, 82(6), 1063-1093.
   Google Scholar
• Bielefeld, W., Murdoch, J. C., & Waddell, P. (1997). The influence of demographics and distance on nonprofit location. Nonprofit and Voluntary Sector Quarterly, 26(2), 207.
   Google Scholar
• Bowman, W. (2003). Workplace giving: A case study of the combined federal campaign. New Directions for Philanthropic Fundraising, 41, 27-37.
   Google Scholar
• Brooks, A. C. (2000). Public subsidies and charitable giving: Crowding out, crowding in, or both? Journal of Policy Analysis and Management, 19(3), 451-464.
   Google Scholar
• Brown, E. (2005). College, social capital, and charitable giving. In A. Brooks (Ed.), Gifts of time and money in America's communities (pp. 185-204). Lanham, MD: Rowman & Littlefield.
   Google Scholar
• Brown, E., & Ferris, J. (2007). Social capital and philanthropy: An analysis of the impact of social capital on individual giving and volunteering. Nonprofit and Voluntary Sector Quarterly, 36, 85-99.
   Google Scholar
• Bruning, N. S., & Snyder, R. A. (1983). Sex and position as predictors of organizational commitment. Academy of Management Journal, 26(3), 485-491.
   Google Scholar
• Bullis, C., & Tompkins, P. K. (1989). The forest ranger revisited: A study of control practices and identification. Communication Monographs, 56, 287-306.
   Google Scholar
• Carman, K. G. (2004). Social influences and the private provision of public goods: Evidence from charitable contributions in the workplace. Available at www.rwj.harvard.edu/scholarsmaterials/carman/SocialInfluences.pdf
   Google Scholar
• Celsi, M. W., & Gilly, M. C. (2010). Employees as internal audience: How advertising affects employees' customer focus. Journal of the Academy of Marketing Science, 38(4), 520-529.
   Google Scholar
• Cheney, G. (1983). On the various and changing meanings of organizational membership: A field study of organizational identification. Communication Monographs, 50, 343-363.
   Google Scholar
• Clerkin, R. M., Paynter, S. R., & Taylor, J. K. (2009). Public service motivation in undergraduate giving and volunteering decisions. American Review of Public Administration, 39(6), 675-698.
   Google Scholar
• Conference Board. (1994). The future of workplace giving: A council report. New York.
   Google Scholar
• Deetz, S. A. (1992). Democracy in an age of corporate colonization: Developments in communication and the politics of everyday life. Albany: State University of New York Press.
   Google Scholar
• Duncan, B. (2004). A theory of impact philanthropy. Journal of Public Economics, 88(9-10), 2159-2180.
   Google Scholar
• Eikenberry, A. M., & Kluver, D. P. (2004). The marketization of the nonprofit sector: Civil society at risk? Public Administration Review, 64(2), 132-140.
   Google Scholar
• Feldstein, M., & Clotfelter, C. (1976). Tax incentives and charitable contributions in the United States: A microeconometric analysis. Journal of Public Economics, 5(1-2), 1-26.
   Google Scholar
• Foundation Center. (2010). Frequently asked questions. Available at http://foundationcenter.org/getstarted/faqs/html/workplace-giving.html
   Google Scholar
• Frazier, E. (2008). United Way fires King. Charlotte Observer, October 1. Available at www.charlotteobserver.com/565/story/224203.html
   Google Scholar
• Gittell, R., & Tebaldi, E. (2006). Charitable giving: Factors influencing giving in U. S. states. Nonprofit and Voluntary Sector Quarterly, 35, 721.
   Google Scholar
• Gossett, L. (2002). Kept at arm's length: Questioning the desirability of organizational identification. Communication Monographs, 69, 385-404.
   Google Scholar
• Gossett, L. (2006). Falling between the cracks: Control challenges of a temporary workforce. Management Communication Quarterly, 19(3), 376-415.
   Google Scholar
• Healy, K. (2004). Altruism as an organizational problem: The case of organ procurement. American Sociological Review, 69, 387-404.
   Google Scholar
• Hendricks, M., Plantz, M. C., & Pritchard, K. J. (2008) Measuring outcomes of United Way funded programs: Expectations and reality. In J. G. Carman & K. A. Fredericks (Eds.), Nonprofits and evaluation: Vol. 119, New directions for evaluation (pp. 13-35). San Francisco: Jossey-Bass.
   Google Scholar
• Independent Sector. (2001, November). Giving and volunteering in the United States: Key findings. Washington, DC.
   Google Scholar
• James, Russell N., III. (2009). Health, wealth and charitable estate planning: A longitudinal examination of testamentary charitable giving plans. Nonprofit and Voluntary Sector Quarterly, 38(6), 1026-1043.
   Google Scholar
• Keating, E. K., & Frumkin, P. (2003). Reengineering nonprofit financial accountability: Toward a more reliable foundation for regulation. Public Administration Review, 63(1), 3-15.
   Google Scholar
• Kingma, B. R. (1989). An accurate measurement of the crowd-out effect, income effect, and price effect for charitable contributions. Journal of Political Economy, 97(5), 1197-1207.
   Google Scholar
• Laffont, J., & Martimort, D. (2002). The theory of incentives: The principal-agent model. Princeton: Princeton University Press.
   Google Scholar
• Lynn, P. (1996). Weighting for non-response. In R. Banks, J. Fairgrieve, L. Gerrard, T. Orchard, C. Payne, & A. Westlake (Eds.), Survey and statistical computing, 1996: Proceedings of the Second ASC International Conference (pp. 205-214). Chesham, UK: Association for Survey Computing.
   Google Scholar
• Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171.
   Google Scholar
• McPherson, J. M. (1981). A dynamic model of voluntary affiliation. Social Forces, 59(3), 705-728.
   Google Scholar
• Miller, B. (1993). Bracing for big cuts in United Way aid. Chronicle of Philanthropy, January 12, 26-28.
   Google Scholar
• Miller, V. D., Johnson, J. R., & Grau, J. (1994). Antecedents to willingness to participate in a planned organizational change. Journal of Applied Communication Research, 22(1), 59-80.
   Google Scholar
• Moran, S. (2003). Philanthropy from the shop floor. Australian Financial Review, 28(October), 67.
   Google Scholar
• Musick, M. A., & J. Wilson. (2008). Volunteers: A social profile. Bloomington: Indiana University Press.
   Google Scholar
• National Committee for Responsive Philanthropy. (2003). Giving at work. Washington, DC: NCRP.
   Google Scholar
• Office of Personnel Management. (2010, August). Campaign results, trends and history. Available at www.opm.gov/cfc/Results/index.asp
   Google Scholar
• Okten, C., & Weisbrod, B. A. (2000). Determinants of donations in private nonprofit markets. Journal of Public Economics, 75(2), 255-272.
   Google Scholar
• Okun, M. A., & Eisenberg, N. (1992). Motives and intent to continue organizational volunteering among residents of a retirement community area. Journal of Community Psychology, 20, 183-187.
   Google Scholar
• Pepper, G. L., & Larson, G. S. (2006). Cultural identity tensions in a post-acquisition organization. Journal of Applied Communication Research, 34, 49-71.
   Google Scholar
• Reed, B., Bridgeland, B., McNaught, M., & Dunkelman, M. (2009). The quiet crisis: The impact of the economic downturn on the nonprofit sector. Battle Creek, MI: W. K. Kellogg Foundation.
   Google Scholar
• Reinstein, D. A. (2006, October). Does one contribution come at the expense of another? Empirical evidence on substitution between charitable donations. Available at http://ideas.repec.org/p/esx/essedp/618.html
   Google Scholar
• Reinstein, D. A. (2009). Does one contribution come at the expense of another? Empirical evidence on substitution between charitable donations. University of Essex, Colchester, UK. Available at www.essex.ac.uk/economics/discussion-papers/papers-text/dp618.pdf
   Google Scholar
• Ribar, D., & Wilhelm, M. (2002). Altruistic and joy-of-giving motivations in charitable behavior. Journal of Political Economy, 110(2), 425-457.
   Google Scholar
• Riketta, M. (2005). Organizational identification: A meta-analysis. Journal of Vocational Behavior, 66, 358-384.
   Google Scholar
• Romney-Alexander, D. (2002). Payroll giving in the UK: Donor incentives and influences on giving behaviour. International Journal of Nonprofit and Voluntary Sector Marketing, 7(1), 84-92.
   Google Scholar
• Rotolo, T., & Wilson, J. (2006). Employment sector and volunteering: The contribution of nonprofit and public sector workers to the volunteer labor force. Sociological Quarterly, 47(1), 21-40.
   Google Scholar
• Schervish, P., & Havens, J. (1997). Social participation and charitable giving: A multivariate analysis. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 8(3), 235-260.
   Google Scholar
• Schervish, P. G., & Havens, J. J. (1998). Money and magnanimity: New findings on the distribution of income, wealth, and philanthropy. Nonprofit Management and Leadership, 8(4), 421-434.
   Google Scholar
• Shepard, C. E., & Miller, B. (1994). Former United Way chief is indicted in fund misuse. Washington Post, September 14, A1, A8.
   Google Scholar
• Simross, L. (1992). Charities in a bind. Washington Post, April 28, C5.
   Google Scholar
• Smith, J. M., & Sypher, B. D. (2010). Philanthropy in the workplace: How a financial institution communicates charitable giving values. Southern Communication Journal, 75(4), 370-391.
   Google Scholar
• Snyder, G. (2008). Leadership, directors and a troubled United Way. National Committee for Responsive Philanthropy, October 3. Available at www.ncrp.org/blog/2008/10/leadership-directors-and-troubled.html
   Google Scholar
• Sokolowski, S. (1996). Show me the way to the next worthy deed: Towards a microstructural theory of volunteering and giving. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 7(3), 259-278.
   Google Scholar
• Straub, J. D. (2003). Fundraising and crowd-out of charitable contributions: New evidence from contributions to public radio. College Station: Texas A&M University.
   Google Scholar
• Tompkins, P. K., & Cheney, G. (1985). Communication and unobtrusive control in contemporary organizations. In R. D. McPhee & P. K. Tompkins (Eds.), Organizational communication: Traditional themes and new directions (pp. 179-210). Newbury Park, CA: Sage.
   Google Scholar
• Van Slyke, D., & Johnson, J. (2006). Nonprofit organizational performance and resource development strategies. Public Performance & Management Review, 29(4), 467-496.
   Google Scholar
• Weiser, J., & Zadek, S. (2000). Conversations with disbelievers: Persuading companies to address social challenges. Available at www.brodyweiser.com/pdf/convdisb.pdf
   Google Scholar
• Wolverton, B. (2003). Fighting charity fraud: Groups look for better ways to prevent employee theft. Chronicle of Philanthropy, August 7. Available at http://philanthropy.com/free/articles/v15/i20/20002901.htm
   Google Scholar
• Wolverton, B. (2004). DC United Way leader sentenced to jail time. Chronicle of Philanthropy, May 17. Available at http://philanthropy.com/free/update/2004/05/2004051701.htm
   Google Scholar
• Wu, S.-Y. (2004). Tax effects on charitable giving in the presence of uncertainty. Public Finance Review, 32(5), 459-482.
   Google Scholar
• Wymer, W. W. (1997). Segmenting volunteering using values, self-esteem, empathy and facilitation as determinant variables. Journal of Nonprofit and Voluntary Sector Marketing, 5(2), 3-28.
   Google Scholar
• Yen, S. T. (2002). An econometric analysis of household donations in the USA. Applied Economics Letters, 9(13), 837-841.
   Google Scholar
• Young, D. R. (2001). Organizational identity in nonprofit organizations: Strategic and structural implications. Nonprofit Management and Leadership, 12(2), 139-157.
   Google Scholar