Required Readings

Review Heins Ch. 5

Beckfield, J. (2003). Inequality in the world polity: The structure of international organizations. American Sociological Review 68 (3), 401-424.

Brown, L.D. & Moore, M.H. (2001). Accountability, strategy and international nongovernmental organizations. Nonprofit & Voluntary Sector Quarterly 30 (3 ) 569-587

Guo, C. & Musso, J.A. (2007). Representation in nonprofit and voluntary organizations: A conceptual framework. Nonprofit & Voluntary Sector Quarterly, 36 (2) 308-326.

Hudson, A. (2000). Making the connection: Legitimacy claims, legitimacy chains and Northern NGOs' international advocacy. In D. Lewis & T. Wallace (Eds.), New roles and relevance: Development NGOs and the challenge of change (pp. 89 - 97). Kumarian Press, Bloomfield, CT.

Strickland, R.A. & Vaughan, S.K. (2008). The hierarchy of ethical values in nonprofit organizations. Public Integrity 10 (3), 233-251.

Class Preparation

Part 2 of Semester Project -- Analysis -- due today

Additional Resources

Barman, E.A. (2002). Asserting difference: The strategic response of nonprofit organizations to competition. Social Forces 80 (4), 1191-1222.

Bartley, T. (2007). How foundations shape social movements: The construction of an organizational field and the rise of forest certification. Social Problems 54 (3), 229-255.

Block, S. & rosenberg, S. (2002). Toward an understanding of founder's syndrome. An assessment of power and privilege among founders of nonprofit organizations. Nonprofit Management & Leadership 12 (4), 353-368.

Brown, W.A. (2002). Inclusive governance practices in nonprofit organizations and implications for practice. Nonprofit Management & Leadership 12 (4), 369-385.

Dees, J.G. & Anderson, B. B. (2003). Sector-bending: Blurring lines between nonprofit and for-priofit. Society 40 (4), 16-27.

Delfin, F.G. & Tang, S. (2008). Foundation impact on environmental nongovernmental organizations: The grantees' perspective. Nonprofit & Voluntary Sector Quarterly 37 (4), 603-625.

Eldenburg, L., Hermalin, B.E., Weisbach, M.S. & Wosinska, M. (2004). Governance, performance objectives and organizational form: Evidence from hospitals. Journal of Corporate Finance 10 (4 ), 527-548.

Frumkin, P. (2003). Inside venture philanthropy. Society 40 (4), 7-15.

Godfrey, M., Sophal, C., Kato, T., Piseth, L.V., Dorina, P., Saravy, T., Savora, T. & Sovannarith, S. (2002). Technical assistance and capacity development in an aid-dependent economy: The experience of Cambodia. World Development 30 (3), 355-373.

Hale, T.N. (2008). Transparency, accountability and global governance. Global Governance 14 (1 ), 73-94.

Herzlinger, R.E. (1996). Can public trust in nonprofits and governments be restored? Harvard Business Review 47 (2), 97-107.

James, E. (2003). Commercialism and them ission of nonprofits. Society 40 (4), 29-35.

Malmborg, R., Mann, g., Thomson, R. & Squire, S.B. (2006). Can public-private collaboration promote tuberculosis case detection among the poor and vulnerable? Bulletin of the World Health Organization 84 (9), 752-758.

Minkoff, D.C. (2002). The emergence of hybrid organizational forms: Combining identity-based service provision and political action. Nonprofit & Voluntary Sector Quarterly, 31 (3 ) 377-401.

Morrison, J.B. & Salipante, P. (2007). Governance for broadened accountability: Blending deliberate and emergent strategizing. Nonprofit & Voluntary Sector Quarterly 36 (2), 195-217.

Panel on the Nonprofit Sector. (2007). Principles for good governance and ethical practice: A guuide for charities and foundations. Independent Sector. Available from www.independentsector.org.

Stephenson, M. & Schnitzer, M.H. (2006). Interorganizational trust, boundary spanning, and humanitarian relief coordination. Nonprofit Management & Leadership 17 (2), 211-233