Voluntary and Non-Profit Management

Four-Volume Set Auflage
ISBN: 978-1-4462-5736-4
Verlag: Sage Publications

Buch, Englisch, 1568 Seiten, Format (B × H): 251 mm x 126 mm, Gewicht: 3034 g

Reihe: SAGE Library in Business and Management

Voluntary and non-profit organisations (VNPOs) are a central element of societies across the globe. For some societies these organisations a have a long-standing history and role stretching back over two centuries - such as in the USA and the UK - whilst for other societies, they are a much more recent phenomenon - such as in Japan. And in yet others, they have been subject to rebirth as a result of tectonic societal changes - such as in Hungary and Poland.

These four volumes draw together the key debates both over time and across the globe about the management of VNPOs and explore the contribution of theory and empirical knowledge to these debates. Academics, researchers and students in a range of disciplines and fields are concerned with VNPOs, and this major work - framed by a contextualising introductory chapter - will be a touchstone for them on the key theoretical and empirical insights about the management of VNPOs.

Volume One: key concepts and themes
Volume Two: Key managerial challenges, strategic management and marketing, and accountability and performance
Volume Three: Human resource management, the role of Boards and fundraising
Volume Four: VNPOs and the provision of public services

Autoren/Hrsg.

Osborne, Stephen P

Fachgebiete

• Wirtschaftswissenschaften Wirtschaftssektoren & Branchen Non-Profit-Organisationen, Verbände
• Sozialwissenschaften Soziologie | Soziale Arbeit Soziale Arbeit/Sozialpädagogik Soziale Dienste, Soziale Organisationen

Inhaltsverzeichnis

VOLUME ONE: KEY CONCEPTS AND THEMES
PART ONE: DEFINING THE VOLUNTARY AND NON-PROFIT SECTOR
Social Origins of Civil Society - Lester Salamon and Helmut Anheier

Explaining the Non-Profit Sector Cross-Nationally
A Strategic Unity - Pete Alcock

Defining the Third Sector in the United Kingdom

PART TWO: THEORIES OF THE VOLUNTARY AND NON-PROFIT SECTOR
Overall Evaluation of Economic Theories - Richard Steinberg

The Sociology of Non-Profit Organizations and Sectors - P DiMaggio and Helmut Anheier

PART THREE: ALTERNATIVE FORMS OF VOLUNTARY AND NON-PROFT ORGANIZATIONS
Quangos - Carsten Greve et al

What's in a Name? Defining Quangos from a Comparative Perspective

Mixed Welfare Systems and Hybrid Organizations - Adalbert Evers

Changes in the Governance and Provision of Social Services

Towards a Social Capital Theory of Co-Operative Organizations - Vladislav Valentinov

An Organizational Ecology of National Self-Help/Mutual-Aid Organizations - Matthew Archibald

Mission Impossible? Defining Non-Governmental Organizations - Kerstin Martens

PART FOUR: SOCIAL CAPITAL AND CIVIL SOCIETY
Tuning in, Tuning out - Robert Putnam

The Strange Disappearance of Social Capital in America

Bowling Alone - Steven Durlauf

A Review Essay

Social Capital - Paul Adler and Seok-Woo Kwon

Prospects for a New Concept

Civil Society and Social Capital in the United States - Carl Milofsky

PART FIVE: ALTRUISM, VOLUNTEERING AND PHILANTHROPY
Defining Who Is a Volunteer - Ram Cnaan et al

Conceptual and Empirical Considerations

Understanding the Volunteer Market - Helen Bussell and Deborah Forbes

The What, Where, Who and Why of Volunteering

The Growth of Donor Control - Susan Ostrander

Revisiting the Social Relations of Philanthropy

Philanthropy, Voluntary Association and Governance beyond the State - Angela Eikenberry

Giving Circles and Challenges for Democracy
VOLUME TWO: KEY MANAGERIAL CHALLENGES, STRATEGIC MANAGEMENT AND MARKETING, AND ACCOUNTABILITY AND PERFORMANCE
PART ONE: THE MANAGERIAL CHALLENGES
Tools, Techniques and Tightropes - Jan Myers and Ruth Sacks

The Art of Walking and Talking Private Sector Management in Non-Profit Organizations, Is It Just a Question of Balance?

Challenges in Managing Non-Profit Organizations - Bernd Helmig et al

A Research Overview

PART TWO: STRATEGIC MANAGEMENT AND MARKETING AND PERFORMANCE
Research on Strategic Management in Non-Profit Organizations - Melissa Stone et al

Synthesis, Analysis and Future Directions
Exploring Strategic Positioning in the United Kingdom Charitable Sector - Celine Chew and Stephen Osborne

Emerging Evidence from Charitable Organizations That Provide Public Services

Strategy versus Tactics in the Not-for-Profit Sector - Tony Conway

A Role for Relationship Marketing?

Brand Orientation in the Charity Sector - Philippa Hankinson

A Framework for Discussion and Research

Results from a Strategic Planning Process Benefits for a Non-Profit Organization - Patricia Alvarez McHatton et al
Strategic Performance Measurement and Management in Non-Profit Organizations - Robert Kaplan

Mission, Money and Merit - Kersti Krug and Charles Weinberg

Strategic Decision-Making by Non-Profit Managers

The Development of Strategic Management in the Non-Profit Context - Eric Kong

Intellectual Capital in Social Service Non-Profit Organizations

PART THREE: ACCOUNTABILITY AND PERFORMANCE
Accounting for Something - Jo Cribb

Voluntary Organizations, Accountability and the Implications for Government Funders

Performance Management and Accountability in Complex Programmes - Stephen Osborne et al

The Economics of Performance Management in Non-Profit Organizations - Gerhard Speckbacher

Negotiating Accountability - Sonia Ospina et al

Managerial Lessons from Identity-Based Non-Profi

Über Autor(innen)

Osborne, Stephen P
Stephen P Osborne is Professor of International Public Management in the University of Edinburgh Business School, Scotland. He has worked as an academic for over twenty years and before that had fifteen years experience as a public service professional and manager. Professor Osborne's work over the past twenty years has focused upon three areas - the management of voluntary and non-profit organisations, innovation in public services, and public services reform. He is Director of the Centre for Public services Research in the Business School and Dean for Quality Assurance in the College of Humanities and Social sciences at the University of Edinburgh. He has published extensively in academic journals over his career and edits the journal Public Management Review. He was the founding president of the International Research Society for Public Management. In the past he has been chair of the Public and Nonprofit Division of the Academy of Management, a member of the Executive Board of the Public Management Research Association, and a member of the Steering Group for the Third Sector Special Interest Group of the European Group for Public Administration.