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1. |
Editors' notes |
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Nonprofit Management and Leadership,
Volume 3,
Issue 3,
1993,
Page 237-238
Dennis R. Young,
David Billis,
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ISSN:1048-6682
DOI:10.1002/nml.4130030302
出版商:Wiley Subscription Services, Inc., A Wiley Company
年代:1993
数据来源: WILEY
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2. |
Foundations as investment managers part II: The performance |
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Nonprofit Management and Leadership,
Volume 3,
Issue 3,
1993,
Page 239-253
Lester M. Salamon,
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摘要:
AbstractFoundations divide roughly into two groups in their investment behavior. Most follow an inactive, risk‐averse style, focusing on income maximization rather than total return. Another, smaller group of foundations are more activist and aggressive, focusing on total return. This article analyzes the investment performance associated with these different approaches, showing that while a significant number of foundations are performing well, many others lag in their investment return
ISSN:1048-6682
DOI:10.1002/nml.4130030303
出版商:Wiley Subscription Services, Inc., A Wiley Company
年代:1993
数据来源: WILEY
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3. |
Philanthropic styles |
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Nonprofit Management and Leadership,
Volume 3,
Issue 3,
1993,
Page 255-268
Russ Alan Prince,
Karen Maru File,
James E. Gillespie,
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摘要:
AbstractThe challenge of resource development, particularly among major donors, has led nonprofits to adopt marketing techniques, including market segmentation. The benefit segmentation approach used in this study of the giving motivations of 218 major donors reveals seven philanthropic styles: (1) Communitarians, (2) the Devout, (3) Investors, (4) Socialites, (5) Repayers, (6) Altruists, and (7) Dynasts. Examples of how knowledge of philanthropic styles can aid in nonprofit resource development are provided.
ISSN:1048-6682
DOI:10.1002/nml.4130030304
出版商:Wiley Subscription Services, Inc., A Wiley Company
年代:1993
数据来源: WILEY
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4. |
Exploring the role of boards using total activities analysis |
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Nonprofit Management and Leadership,
Volume 3,
Issue 3,
1993,
Page 269-281
Margaret Harris,
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摘要:
AbstractThis article describes a response—called Total Activities Analysis (TAA)—to the problem of defining the role of boards. TAA places the board's role within the context of all the activities carried out by a voluntary or nonprofit agency. The distinctive features of the TAA approach to defining the board role are the following: (1) it is analytical and exploratory rather than prescriptive, and (2) it considers the role of boards in relation to other roles within agencies. Both paid staff and board members have found TAA to be a useful practical t
ISSN:1048-6682
DOI:10.1002/nml.4130030305
出版商:Wiley Subscription Services, Inc., A Wiley Company
年代:1993
数据来源: WILEY
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5. |
Social policy, community service development, and religious organizations |
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Nonprofit Management and Leadership,
Volume 3,
Issue 3,
1993,
Page 283-297
Robert J. Wineburg,
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摘要:
AbstractThe retrenchment policies of the Reagan and Bush administrations have made human service much more locally oriented. As a result, religious groups have become increasingly involved in providing services. This article explores some of the historical and contemporary aspects of service involvement by religious groups, focusing on the meaning this involvement has for the social work community. Recommendations are provided to aid community planners in working more effectively with the resources of religious groups.
ISSN:1048-6682
DOI:10.1002/nml.4130030306
出版商:Wiley Subscription Services, Inc., A Wiley Company
年代:1993
数据来源: WILEY
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6. |
The university budget process: A case study |
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Nonprofit Management and Leadership,
Volume 3,
Issue 3,
1993,
Page 299-311
Linda B. Ferreri,
Scott S. Cowen,
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摘要:
AbstractIn the past, contingency theory has been used by researchers to explain what factors influence the design and implementation of budget systems. However, little of this research has been conducted in the context of nonprofit organizations, especially private universities. Previous research on university budgeting has focused on resource allocation issues, and most of these studies have involved state institutions, which differ in significant ways from private universities. This article presents the results of a case study of the budgeting systems within three schools of a private university. Using a contingency approach, it describes the characteristics of the schools' environments that appeared to affect the types of budget systems used by the three schools studied: a law school, a liberal arts school, and a school of management.
ISSN:1048-6682
DOI:10.1002/nml.4130030307
出版商:Wiley Subscription Services, Inc., A Wiley Company
年代:1993
数据来源: WILEY
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7. |
An interview with Brian O'Connell |
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Nonprofit Management and Leadership,
Volume 3,
Issue 3,
1993,
Page 313-320
Dennis R. Young,
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ISSN:1048-6682
DOI:10.1002/nml.4130030308
出版商:Wiley Subscription Services, Inc., A Wiley Company
年代:1993
数据来源: WILEY
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8. |
The shadow state: Government and voluntary sector in transition, by Jennifer R. Wolch. New York: Foundation Center, 1990. 286 pp. $14.95 paper |
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Nonprofit Management and Leadership,
Volume 3,
Issue 3,
1993,
Page 321-325
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PDF (307KB)
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ISSN:1048-6682
DOI:10.1002/nml.4130030310
出版商:Wiley Subscription Services, Inc., A Wiley Company
年代:1993
数据来源: WILEY
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9. |
On race, gender, culture, and research on the voluntary sector |
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Nonprofit Management and Leadership,
Volume 3,
Issue 3,
1993,
Page 327-335
Emmett D. Carson,
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ISSN:1048-6682
DOI:10.1002/nml.4130030311
出版商:Wiley Subscription Services, Inc., A Wiley Company
年代:1993
数据来源: WILEY
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10. |
Commentary |
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Nonprofit Management and Leadership,
Volume 3,
Issue 3,
1993,
Page 337-340
James L. McDiarmid,
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PDF (241KB)
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ISSN:1048-6682
DOI:10.1002/nml.4130030312
出版商:Wiley Subscription Services, Inc., A Wiley Company
年代:1993
数据来源: WILEY
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