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Although all boards must fulfill certain critical roles and responsibilities, strategic choices can be made about adopting different governance configurations or patterns. These choices can be meaningfully informed by understanding organizational contingencies such as age, size, structure, and strategy—and, even more important, by external contingencies and environmental dimensions such as degree of stability and complexity. This article extends or layers contingency thinking beyond its traditional focus on an alignment between the external environment and the organization's structure to focus as well on the alignment of the organization's governance configuration with its structure and environment. Structural contingency theory in general, and specifically within nonprofits, is reviewed. Two cases are presented of organizations that used an approach based on contingency theory in an action research process to examine and change their governance configurations. The steps they followed may help other nonprofits adapt their governance structures and practices and fulfill their responsibilities for board assessment and reflection.\n\n1.\tAnnotated commentary (100-200 words):\n\nI thought this was an excellent study, involving interesting theoretical concepts and perspectives, along with clear and informative diagrams and tables. Ultimately, the researchers are trying to determine the extent to which contingency theory would be helpful and effective in enabling organizations to develop and adapt their governance configurations to better meet the needs of their organization. The action research presented in this article was unique to the other studies I have read over, and I found it to be very appropriate for the application of this theory. The researcher also provides quite a few useful and informative diagrams/tables to illustrate much of the theory used in this study. I think the findings from this study could be useful in offsetting the negative effects of founder’s syndrome so long as the founder is willing to engage in meaningful introspection. \n\n2.\tWhat is the central question/puzzle/problem identified in the article/book/blog post?\n\nThe researchers identify what they see as a gap in the literature being the lack of ‘change management processes’ for boards to use to effectively reflect on governance configurations which will give them an indication of the contingency factors they might want to take into account. The recognize that for boards, self-assessment is a core responsibility, though they have limited guidance as to what specific factors they need to consider. \n\n3.\tWhat is the central answer/finding/conclusion/added value?\n\nThe researchers found that applying contingency theory to governance reconfigurations can be an invaluable tool for the organization to adapt and reset to the emerging challenges and difficulties it faces. Using contingency theory to reflect on the organization’s governance practices has allowed boards to engage in fruitful debate and introspection, while offering the organization a chance to reconfigure itself to meet the needs of emerging demands and challenges. \n\n4.\tWhat are the central concepts and associated definitions (if not defined, please note)?\n\nThe “contingency approach” to nonprofit board governance is the understanding that “what works in one setting, or at one point in time, may not work in another and that efficiency is related to the ongoing alignment of various contingencies” (62)\n\n5.\tWhat methods are used? (Identify clearly)\n\nThis researcher organized and participated in two separate action research projects, as a catalyst/facilitator using contingency theory along with the board and staff of each organization to find the most appropriate governance configuration. Ultimately, the decision-making power resided with the participants, though the researcher brought theory and application of contingency theory to help these organizations better configure their governance model to one that best fits the nature of the organization\n\n6.\tWhat empirical examples/cases/datasets/data are used?\n\nThe research didn’t really rely on much data, rather they used action research to develop a working partnership using an application of the theoretical perspective of contingency theory.\n\n7.\tAny interesting tables or visuals? Please screenshot and add here.\n\nThere is a great visual diagram on page 64 of a profile of organizational characteristics. Another good table on page 67 presenting a summary of research on nonprofits and key contingency variables. On page 68, there is a useful diagram of governance configurations and dimensions of the external environment. On page 70, there is another useful table concerning the governance configurations and typical board characteristics associated with each. On page 72, they have a modified version of the diagram on page 64, entitle the “adapted contingency profile for nonprofits”.\n\n8.\tHow widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\nI think it’s clear from the results of the action research that applying to contingency theory to introspective governance processes can be a useful tool in adapting to emerging and changing environments. I think this theory could equally apply to for-profit organizations, though it seems it would be more effective for nonprofits. The only concern I have with regards to the studies limitations are the fact that the research was done by one individual, meaning the results and findings of the action research conducted in this study are heavily reliant on how well the researcher understands, and is able to apply contingency theory to actual examples. This study would have benefitted from some oversight and additional researchers to validate this researchers understanding and application of the theory. \n\n9.\tOther important or interesting details? \n\nI think this theory could be an effective tool to offset the negative effects of founders syndrome, so long as the founder participates in contingency practices, as this provides him/her a structured introspective framework with which to make changes in accordance with what is happening both within and outside of the organization.", "publicationTitle": "Nonprofit Management & Leadership", "publisher": "John Wiley & Sons, Inc.", "place": "", "date": "Fall 2009", "volume": "20", "issue": "1", "section": "", "partNumber": "", "partTitle": "", "pages": "61-81", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1002/nml.241", "citationKey": "", "url": "https://proxy.library.carleton.ca/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=44435524&site=ehost-live", "accessDate": "2022-05-05T14:34:32Z", "PMID": "", "PMCID": "", "ISSN": "10486682", "archive": "", "archiveLocation": "", "shortTitle": "", "language": "", "libraryCatalog": "EBSCOhost", "callNumber": "", "rights": "", "extra": "", "tags": [ { "tag": "Associations, institutions, etc.", "type": 1 }, { "tag": "Contingency theory (Management)", "type": 1 }, { "tag": "Management", "type": 1 }, { "tag": "Management science", "type": 1 }, { "tag": "Nonprofit organizations", "type": 1 }, { "tag": "Systems engineering", "type": 1 } ], "collections": [], "relations": { "owl:sameAs": "http://zotero.org/groups/4654617/items/EZIJQANH" }, "dateAdded": "2022-05-24T15:23:24Z", "dateModified": "2022-05-24T15:23:24Z" } }, { "key": "DD5WJ55Q", "version": 47, "library": { "type": "group", "id": 300888, "name": "Global Philanthropy", "links": { "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/300888/items/DD5WJ55Q", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy/items/DD5WJ55Q", "type": "text/html" } }, "meta": { "createdByUser": { "id": 7364, "username": "pgraggo", "name": "Paloma Raggo, PhD.", "links": { "alternate": { "href": "https://www.zotero.org/pgraggo", "type": "text/html" } } }, "creatorSummary": "Tacon et al.", "parsedDate": "2017", "numChildren": 1 }, "data": { "key": "DD5WJ55Q", "version": 47, "itemType": "journalArticle", "title": "Accountability in Nonprofit Governance: A Process-Based Study", "creators": [ { "creatorType": "author", "firstName": "Richard", "lastName": "Tacon" }, { "creatorType": "author", "firstName": "Geoff", "lastName": "Walters" }, { "creatorType": "author", "firstName": "Chris", "lastName": "Cornforth" } ], "abstractNote": "Accountability is a crucial element of governance. Nonprofit organizations are typically accountable to multiple stakeholders and often “do” accountability in multiple ways. But what happens when a nonprofit organization is highly dependent on a single source of funding? This article provides an empirical exploration of this issue. It draws on a longitudinal case study of one nonprofit organization in the United Kingdom that is highly dependent on a single funder to examine how accountability is constructed and enacted, with a focus on the board. It critically examines accountability processes through direct observation of board and committee meetings and in-depth interviews with board members. The analysis shows how board members work to construct broader forms of accountability beyond accountability to the funder, but then struggle to enact them. This article provides in-depth insight into the challenges that nonprofit board members face and offers a rare example of observational research on board behavior.\n\n1.Annotated commentary (100-200 words):\n\nThis is a useful essay in understanding nonprofit board dynamics in relation to accountability measures and how this is impacted by single, public source funders. The in-depth case study, made-up of direct observations and interviews provides valuable insight as to how boards of directors construct and enact accountability within their organization. While I did appreciate their research design, I would caution against making generalizations from such a limited sample size. If they could have expanded the number of organizations they studied, I think this would have been more beneficial to the study. However, I do recognize that their data has been collected over a few years, which would indicate that adding more organizations to the study would have been extremely costly both in terms of time and resources. \n\n2.What is the central question/puzzle/problem identified in the article/book/blog post?\n\nThis researcher is trying to understand how board members construct and implement processes of accountability in nonprofit organizations who are heavily reliant on a single, public funder. To answer this question, the author defines three areas of exploration; 1) need to understand how nonprofit organizations which are reliant on a single, public funder deal with accountability, 2) need to understand what is going on at the board level and how accountability is managed/performed on a daily basis, and 3) need to better understand the differences between constructing and enacting accountability.\n\n3.What is the central answer/finding/conclusion/added value?\n\nThe researchers find that boards enacted upward accountability to the main funder instrumentally, though they continuously constructed more expressive downward and lateral accountability internally. Though, they found that different board members and groups of board members had divergent views as to how accountability was constructed, therefore weakening their ability to actually implement more expressive downward accountability practices. The researchers also discuss a number of implications from their findings in relation to previous literature and concepts about accountability which adds a strong theoretical element to this paper.\n\n4.What are the central concepts and associated definitions (if not defined, please note)?\n\nAccountability is the primary theme of this essay as the researchers attempt to observe how it is both constructed and enacted within the context of an organizations who’s funding primarily comes from a single source. Accountability seems to be measured through board dynamics, and the behaviour and actions of individual board members to try and develop accountability mechanisms throughout the organization. More specifically, this essay touches upon, though doesn’t define, ‘upward’, ‘expressive’, ‘lateral’, ‘downward’, and ‘instrumental’ accountability.\n\n5.What methods are used?(Identify clearly)\n\nThe researchers looked for a nonprofit organization that was funded by a single, public funder and that would grant the researchers access to board and committee meetings so they could observe and study the behaviour of the board.\n\n6.What empirical examples/cases/datasets/dataare used?\n\nData was collected through both observations during board meetings, and with interviews conducted with individual board members which were fully recorded and transcribed. The observations were then coded into NVivo and further analyzed by the researchers.\n\n7.Any interesting tables or visuals? Please screenshot and add here.\n\nN/A\n\n8.How widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\nThe parameters of this study are extremely limited to one case study; therefore it is hard to make generalizations from this paper. However, this paper does provide valuable insight into the constraints and accountability mechanisms placed on nonprofits by single public funders. Though this paper would benefit from the addition of a few more case studies.\n\n9.Otherimportant or interesting details\n\n“the process of constructing a broader sense of accountability constituted ongoing ‘work’ that board members did; and, where they constructed it in divergent ways, it also constituted ongoing accountability tension.” (no page numbers)\n\nIt seems strange to me how an organization can claim to be diligently ‘working’ on creating better accountability, yet have such divergence between board members on how that accountability needs to be structured.", "publicationTitle": "Nonprofit and voluntary sector quarterly", "publisher": "SAGE Publications", "place": "", "date": "2017", "volume": "46", "issue": "4", "section": "", "partNumber": "", "partTitle": "", "pages": "685–704", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1177/0899764017691637", "citationKey": "", "url": "", "accessDate": "", "PMID": "", "PMCID": "", "ISSN": "0899-7640", "archive": "", "archiveLocation": "", "shortTitle": "Accountability in Nonprofit Governance", "language": "eng", "libraryCatalog": "ocul-crl.primo.exlibrisgroup.com", "callNumber": "", "rights": "", "extra": "Place: Los Angeles, CA", "tags": [ { "tag": "Accountability", "type": 1 }, { "tag": "Boards of directors", "type": 1 }, { "tag": "Governance", "type": 1 }, { "tag": "Nonprofit organizations", "type": 1 }, { "tag": "Observational research", "type": 1 } ], "collections": [], "relations": { "owl:sameAs": "http://zotero.org/groups/4654617/items/69HSHGUN" }, "dateAdded": "2022-05-24T15:23:24Z", "dateModified": "2022-05-24T15:23:24Z" } }, { "key": "GHI25289", "version": 46, "library": { "type": "group", "id": 300888, "name": "Global Philanthropy", "links": { "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/300888/items/GHI25289", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy/items/GHI25289", "type": "text/html" } }, "meta": { "createdByUser": { "id": 7364, "username": "pgraggo", "name": "Paloma Raggo, PhD.", "links": { "alternate": { "href": "https://www.zotero.org/pgraggo", "type": "text/html" } } }, "creatorSummary": "Ceaser", "parsedDate": "2018", "numChildren": 1 }, "data": { "key": "GHI25289", "version": 46, "itemType": "journalArticle", "title": "‘Because the ego started to grow bigger than the project itself’: a case study of founder’s syndrome on an educational community of practise", "creators": [ { "creatorType": "author", "firstName": "Donovon Keith", "lastName": "Ceaser" } ], "abstractNote": "ABSTRACT In 2010 I worked at Green Shoots, a nonprofit service-learning urban farming school started by John Browne. Despite an openly egalitarian community of practise ethic, Browne used his leadership to create a hierarchy at the school that eventually led to a walk-out by staff in which he responded by outright firing them. Using the theory of founder’s syndrome, or the tendency of a founder to subvert the aims of their organization, I examine Browne’s leadership and how his attitude destroyed the community of practise at Green Shoots. Findings reveal a character profile of Browne as a charming and inspirational teacher who engaged in a dominating leadership that contradicted the community of practise's ideals, creating further contradictions which resulted in disrespected students, disillusioned staff, and a founder unable to take responsibility for his leadership. Finally, I discuss the importance of addressing the power of founders so that founder’s syndrome does not impede the important work of educational nonprofits.\n\n1.\tAnnotated commentary (100-200 words):\n\nThis was a really interesting paper to read, and one in which I think is significant for further research into Founder’s Syndrome. It traces the trajectory of a nonprofit urban farming school called “Green Shoots”, which was to be built on egalitarian principles and allow for students to gain hands on experience in the field of environmental justice. The researchers focus the study on the school’s founder, John Browne, and through an ethnographic study, they find that the impacts of founders syndrome led Mr. Browne to undermine and contradict the principles with which his organization was to be founded on. Though this paper presents only one case study, in comparing this case to much of the literature on founders syndrome and applying it to the case of John Browne, I think this paper offer valuable insights, which are clearly presented by the researcher. \n\n2.\tWhat is the central question/puzzle/problem identified in the article/book/blog post?\n\nThe central contradiction this essay author is seeking to address is the separation between the rhetoric and actual reality of a nonprofit urban farming school in the United States, founded by self-proclaimed Marxist, John Browne. The school was supposed to be run on egalitarian principles, while students formed tight-knit groups with no social hierarchy or authoritative figure, yet the researchers find contradictions.\n\n3. What is the central answer/finding/conclusion/added value?\n\nThe researcher found that founder’s syndrome played a role in altering the leadership of Browne from an ‘inspiring ideal’ to a ‘benevolent dictator’, and that this negatively affected the members and ethics of the community as a whole, diverging the community from what it was supposed to become. \n\n4. What are the central concepts and associated definitions (if not defined, please note)?\n\nThe power that founders have to impact the evolution of the organization. In some instances, founders may exude self-destructive behavior that undermines the values and principles with which their organization was founded on. \n\n5. What methods are used? (Identify clearly)\n\nThe researcher blends together the use of ethnography and reflexive statements to collective data and findings about daily life inside the school. \n\n6. What empirical examples/cases/datasets/data are used?\n\nThis research is heavily reliant on the researchers fieldnotes, recordings, and literature to apply founder’s syndrome to Browne’s management and leadership style regarding the school.\n\n7. Any interesting tables or visuals? Please screenshot and add here.\n\nN/A\n\n8. How widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\nIt’s hard to tell how wide-ranging this papers scope is because it’s an example of just one case wherein a founder’s behavior seemed to be more erratic than anticipated. Although, the researcher presents this case study in a way that confirms the worst parts/tendencies of Founder’s Syndrome as described in the literature. Browne may be a bit of an anomaly in the sense that he appears to be more radical in his beliefs than more “main-stream” founders or entrepreneurs would likely be. Therefore, I would caution in making too many generalizations from this one case study, as Browne’s personality seems to be unique. \n\n9. Other important or interesting details? \n\nI wonder to what extent Browne’s more radical mindset played a role in his destructive behaviour and whether this study leads to a more psychological study of individuals and their capacity to be influenced by founder’s syndrome.", "publicationTitle": "Ethnography and Education", "publisher": "Routledge", "place": "", "date": "2018", "volume": "13", "issue": "4", "section": "", "partNumber": "", "partTitle": "", "pages": "459-476", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "Ethnography and Education", "DOI": "10.1080/17457823.2017.1384321", "citationKey": "", "url": "https://journals.scholarsportal.info/details/17457823/v13i0004/459_testgboaecop.xml", "accessDate": "2022-05-03T18:06:18Z", "PMID": "", "PMCID": "", "ISSN": "1745-7823", "archive": "", "archiveLocation": "", "shortTitle": "‘Because the ego started to grow bigger than the project itself’", "language": "", "libraryCatalog": "Scholars Portal Journals", "callNumber": "", "rights": "", "extra": "", "tags": [ { "tag": "Founder’s syndrome", "type": 1 }, { "tag": "adultism", "type": 1 }, { "tag": "community of practise", "type": 1 }, { "tag": "environmental education", "type": 1 }, { "tag": "nonprofit organisations", "type": 1 } ], "collections": [], "relations": { "owl:sameAs": "http://zotero.org/groups/4654617/items/VIAINWIT" }, "dateAdded": "2022-05-24T15:23:24Z", "dateModified": "2022-05-24T15:23:24Z" } }, { "key": "LLCEDIH2", "version": 45, "library": { "type": "group", "id": 300888, "name": "Global Philanthropy", "links": { "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/300888/items/LLCEDIH2", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy/items/LLCEDIH2", "type": "text/html" } }, "meta": { "createdByUser": { "id": 7364, "username": "pgraggo", "name": "Paloma Raggo, PhD.", "links": { "alternate": { "href": "https://www.zotero.org/pgraggo", "type": "text/html" } } }, "creatorSummary": "Reid and Turbide", "parsedDate": "2012", "numChildren": 1 }, "data": { "key": "LLCEDIH2", "version": 45, "itemType": "journalArticle", "title": "Board/Staff Relationships in a Growth Crisis: Implications for Nonprofit Governance", "creators": [ { "creatorType": "author", "firstName": "Wendy", "lastName": "Reid" }, { "creatorType": "author", "firstName": "Johanne", "lastName": "Turbide" } ], "abstractNote": "This longitudinal study of four not-for-profit organizations in the cultural sector examines the evolving relationship between boards and staff. Financial problems occurred as a result of enlarged physical facilities or increased programming. The study provides insights on how the behavior of boards and their relationships with executive leadership change during the phases of a crisis. The authors relate their findings to those of other governance studies on crises and alternative theories of governance. New insights on variations of trust and distrust may serve to explain the dynamics of change. This study contributes to the discussion of governance in the context of organizational crises in the not-for-profit sector.\n\n1.Annotated commentary (100-200 words):\n\tIn general, I found this study to be an invaluable account of how an organizational crisis may bring about change in the relationships of the board and executive staff members. The researchers show clear shift in the relationship through three distinct phases. They also demonstrate that theories of non-profit governance in the literature can apply simultaneously to shifts in non-profit governance, as demonstrated in the case studies used. I found it a bit difficult to link their use of data with their findings, although I found their use of case studies to be very helpful in understanding the paper. I think this paper ultimately adds a lot of value in understanding how the relationships at the top-level of non-profit organizations change when faced with difficult circumstances. \n\n2.What is the central question/puzzle/problem identified in the article/book/blog post?\n\tThe authors are trying to determine how the relationships between boards and executive staff in non-profit organizations change governance during a crisis. Due to the nature of non-profit organizations, typically we don’t see as stringent monitoring practices as we see in for-profit organizations. Though, in times of crisis these researchers seek to learn how the relationship between the board and its staff members change in reaction to more urgent circumstances. \n\n3.What is the central answer/finding/conclusion/added value?\n\tThe researchers show that “board/staff relationships vary according to phases within an organization, demonstrating that board behaviour is not contingent on organizational type only” (pg. 93). The phases identified by these researchers are marked by changes in the relationship between boards and executive staff. They find that in the first phase, board members are more trusting and passive when it comes to governance, indicating a connection between Wood’s “ratifying” concept in which the organization really forms and develops the image and characteristics of its CEO (perhaps the most important takeaway from this paper in relation to Founder’s syndrome). The second phase of the relationship is the crisis trigger, in which as a reaction to the worsening circumstances, board members become more distrustful of their executive staff and implement tighter controls. The third phase then becomes more collaborative, resembling something of a “stewardship” relationship between boards and staff. Going forward, the organizations studied, all adopted their governance models with more effective monitoring and changes in personnel, in an effort to prevent another crisis from happening. The authors also find that the dynamics between trust/distrust and control/collaboration are explanatory variables in the change from one phase to another. \n\n4.What are the central concepts and associated definitions (if not defined, please note)?\n- “Agency theory”: “describes how boards counterbalance CEOs’ potentially self-interested behavior to ensure organizational and financial well-being”; author thinks this approach is more tailored to the for-profit sector.\n- “Ratifying”: “the executive leader becomes the organization’s identity and the board is passive”, this is one phase of how board/staff relations evolve over time. (pg. 84) (Link to founder’s syndrome) Researchers indicate that their findings imply this process is relevant particularly in phase 1, where boards are more trusting and hands-off, allowing CEO’s and executives greater autonomy to shape the path of the organization in their image. \n\n5.What methods are used?(Identify clearly)\n\tThis research project took place over the years between 2003 and 2011, involving a period of consulting with non-profit organizations and grant applications for funding. They use three main sources of data; organizational documents, open-ended and focused interviews, and participation in meetings (although to me, this was vague). The researchers would collect data from interviews and questionnaires, which allowed them to implement a deductive structure to write consultation reports, and also to allow them to conduct comparative analysis across the four case studies used. (More details on pages 86-87).\n\n6.What empirical examples/cases/datasets/dataare used?\n\tThey primarily conduct this study through an application of various theories and findings throughout the literature, to four case studies of various small-medium sized art-focused non-profit organizations who have gone through a financial crisis. They use data from these organizations, as well as data they collected themselves through interviews and questionnaires. \n\n7.Any interesting tables or visuals? Please screenshot and add here.\n- Pg. 89 (I tried to include a screenshot here but it disappeared when I copy and pasted into Zotero). \n\n8.How widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\tTheir generalizations are fairly wide, although I am a somewhat skeptical of their third conclusion in which they indicate that the dynamics between trust/distrust and control/collaboration fully explain shifts in board/staff relationships. I am not certain that this is the only explanatory variable as it fails to take into account contrasting visions, competence, or personal interests, and how these variables might also impact the relationship between the board and executive staff. The focus of their case studies is somewhat limited to art-oriented non-profits which have been faced with a crisis, this appears to be a limitation on their generalizations and scope about the changes in board/staff relationships for non-profit organizations in general. This is evident in the literature review where much of the literature they reference is very general and broad-scoping. \n\n9.Otherimportant or interesting details\n- In many cases, prior to the crisis trigger, board members did not receive effective financial information, which is both in large part because of their more lax attitude towards governance and their trusting nature of staff, along with inefficient monitoring mechanisms to hold staff to account.", "publicationTitle": "Nonprofit and voluntary sector quarterly", "publisher": "SAGE Publications", "place": "", "date": "2012", "volume": "41", "issue": "1", "section": "", "partNumber": "", "partTitle": "", "pages": "82–99", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1177/0899764011398296", "citationKey": "", "url": "", "accessDate": "", "PMID": "", "PMCID": "", "ISSN": "0899-7640", "archive": "", "archiveLocation": "", "shortTitle": "Board/Staff Relationships in a Growth Crisis", "language": "eng", "libraryCatalog": "ocul-crl.primo.exlibrisgroup.com", "callNumber": "", "rights": "", "extra": "Place: Los Angeles, CA", "tags": [ { "tag": "Corporate governance", "type": 1 }, { "tag": "Distrust", "type": 1 }, { "tag": "Governance", "type": 1 }, { "tag": "Leadership", "type": 1 }, { "tag": "Management of crises", "type": 1 }, { "tag": "Nonprofit making organizations", "type": 1 }, { "tag": "Nonprofit management", "type": 1 }, { "tag": "Organizational behavior", "type": 1 }, { "tag": "Organizational change", "type": 1 }, { "tag": "Studies", "type": 1 } ], "collections": [], "relations": { "owl:sameAs": "http://zotero.org/groups/4654617/items/ZICBCYQK" }, "dateAdded": "2022-05-24T15:23:24Z", "dateModified": "2022-05-24T15:23:24Z" } }, { "key": "GCHJERAT", "version": 44, "library": { "type": "group", "id": 300888, "name": "Global Philanthropy", "links": { "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/300888/items/GCHJERAT", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy/items/GCHJERAT", "type": "text/html" } }, "meta": { "createdByUser": { "id": 7364, "username": "pgraggo", "name": "Paloma Raggo, PhD.", "links": { "alternate": { "href": "https://www.zotero.org/pgraggo", "type": "text/html" } } }, "creatorSummary": "McNamara", "parsedDate": "1998-12-11", "numChildren": 1 }, "data": { "key": "GCHJERAT", "version": 44, "itemType": "journalArticle", "title": "Founder's Syndrome How Founders and Their Organizations Recover", "creators": [ { "creatorType": "author", "firstName": "Carter", "lastName": "McNamara" } ], "abstractNote": "Discusses ways by which nonprofit organizations can deal with founders who cannot manage the organization effectively. Negative traits common in most founders; Reasons why founders sometimes thwart growth programs; Principles to develop leadership within the organization; Role of board of directors to convince founders of the need to move on.\n\n1.\tAnnotated commentary (100-200 words):\n\nIn contrast to the more traditional papers observed, this article is somewhat of a short summary of some of the findings throughout academic literature regarding new nonprofits and founder’s syndrome, presented in a clear and concise way. It is easy to read, and a lot of it makes sense, though it lacks in original research, and its depth is quite limited. Though, this article would be extremely useful for providing a contextual gateway into the more substantial academic literature regarding changes in new nonprofits and what the sustainable development of new nonprofits requires from founders. \n\n2.\tWhat is the central question/puzzle/problem identified in the article/book/blog post?\n\nIn order to meet the demands of their clients and customers, new nonprofits must change from an entrepreneurial growth to a planned and managed development. In order to make this change occur, founder’s must adapt their leadership style, though this is often not possible. The inability of founder’s to change their leadership style from a highly reactive and individualistic style to a more proactive and consensus-oriented style is the source of a lot of problems for new nonprofits.\n\n3.\tWhat is the central answer/finding/conclusion/added value?\n\nThe way to resolve this issue, the researcher argues, is through the implementation of mature management practices, which are proven to ensure rapid growth and efficiency. If the founder, along with the nonprofit, can implement mature management practices, they will develop into the next life cycle of new nonprofits where they will be able to manage their emerging client base and strengthen their ability to deliver their clients needs. In the process of enacting these changes, the board may play a supportive role in which the founder can lean on for advice and guidance.\n\n4.\tWhat are the central concepts and associated definitions (if not defined, please note)?\n\nThe central theme of this article are the shifts in leadership and management style which need to take place of a new nonprofit to develop and mature into a sustainable and efficient organization. Much of this change is dependent on the personality and willingness of the founder to embrace these changes and rely on his/her board, staff, and support system. \n\n5.\tWhat methods are used? (Identify clearly)\n\nThere doesn’t seem to be any significant research design to this paper, rather it presents findings and recommendations through an analysis of the literature on new nonprofits and founder’s syndrome. It’s not a traditional academic paper in the sense that it has a complete research design with original findings. Rather it presents conclusions and advice based on findings from academic literature. \n\n6.\tWhat empirical examples/cases/datasets/data are used?\n\nN/A\n\n7.\tAny interesting tables or visuals? Please screenshot and add here.\n\nN/A\n\n8.\tHow widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\nThe conclusions and generalizations from this paper are quite limited in the sense that it doesn’t present any original research; rather, it is a clear and concise presentation of the changes within a new nonprofit that need to be taken in order for the organization to reach the next stage of development. This article does cite a lot of academic sources, which is where they draw their conclusions from, though without any original research, this article should be limited to providing context for further analysis and research. \n\n9.\tOther important or interesting details? \n\nI found it interesting that this paper sort of implied that the boards of nonprofits can play somewhat of a mentorship role to the founder, in which the founder can lean on the board for guidance. This seems to be a rather important phenomenon for the development of new nonprofits in the sense that in order for ‘mature development’ to take place, the board has a significant role in helping guide the founder through this process.", "publicationTitle": "Nonprofit World", "publisher": "Society for Nonprofit Organization", "place": "", "date": "1998/11//Nov/Dec98", "volume": "16", "issue": "6", "section": "", "partNumber": "", "partTitle": "", "pages": "38-41", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "", "citationKey": "", "url": "https://proxy.library.carleton.ca/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=13227150&site=ehost-live", "accessDate": "2022-05-04T13:20:34Z", "PMID": "", "PMCID": "", "ISSN": "15534855", "archive": "", "archiveLocation": "", "shortTitle": "", "language": "", "libraryCatalog": "EBSCOhost", "callNumber": "", "rights": "", "extra": "", "tags": [ { "tag": "Charitable uses, trusts, & foundations", "type": 1 }, { "tag": "Executives", "type": 1 }, { "tag": "Leadership", "type": 1 }, { "tag": "Management", "type": 1 }, { "tag": "Nonprofit organizations", "type": 1 }, { "tag": "Public sector", "type": 1 } ], "collections": [], "relations": { "owl:sameAs": "http://zotero.org/groups/4654617/items/C6NQB6NI" }, "dateAdded": "2022-05-24T15:23:24Z", "dateModified": "2022-05-24T15:23:24Z" } }, { "key": "PM5E36YS", "version": 43, "library": { "type": "group", "id": 300888, "name": "Global Philanthropy", "links": { "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/300888/items/PM5E36YS", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy/items/PM5E36YS", "type": "text/html" } }, "meta": { "createdByUser": { "id": 7364, "username": "pgraggo", "name": "Paloma Raggo, PhD.", "links": { "alternate": { "href": "https://www.zotero.org/pgraggo", "type": "text/html" } } }, "creatorSummary": "Stewart", "parsedDate": "2016", "numChildren": 1 }, "data": { "key": "PM5E36YS", "version": 43, "itemType": "journalArticle", "title": "Exploring Nonprofit Executive Turnover", "creators": [ { "creatorType": "author", "firstName": "Amanda J.", "lastName": "Stewart" } ], "abstractNote": "Projections of executive turnover loom over the three sectors with aging baby boomers filling many executive-level positions, and research into causes, outcomes, and processes of turnover are timely inquiries. Yet, scholarly attention into nonprofit executive turnover has been limited to date and has not sufficiently examined actual turnover events. To help address this gap, forty nonprofit organizations that had recently experienced executive turnover were selected from a national random sample, and the current executives participated in an interview. This qualitative data was analyzed to identify factors and dynamics that define nonprofit executive turnover. These findings both confirm practical knowledge and offer new insights relevant to future research and practitioners alike.\n\n1.\tAnnotated commentary (100-200 words):\n\nI think this was a good study in understanding the process of executive turnover in nonprofit organizations. It is original in the sense that it is immersed in a knowledge gap left unaddressed by existing research. Its research methods are valuable in the sense that the interviews with current executives provided a lot of insight, and their use of statistical analysis really helps in defining the relationship between certain independent and dependent variables. In terms of founder’s syndrome, though this study never really addresses it directly, I think there are some useful takeaways, mainly surrounding the ‘transition climate’; in the sense that once a founder leaves an organization, what type of environment have they created in which new executives will become involved with? Their study is somewhat limited by their selection of interview participants, as they only focused on current executives, while ignoring other points of insight like board members and past executives who have left the organization. Overall, I think this is a valuable study in understanding not only the effects, but also the causal conditions of executive turnover in nonprofit organizations. \n\n2.\tWhat is the central question/puzzle/problem identified in the article/book/blog post?\n\nThe researcher begins by identifying a gap in the literature, specifically the fact that much of the scholarly attention about the upcoming mass executive turnover has been given to corporate and for-profit organizations, whereas little attention has been given to the effects this will have in the nonprofit sector. \n\n3.\tWhat is the central answer/finding/conclusion/added value?\n\nThe researcher finds that executive turnover doesn’t end with the appointment of a new executive, rather they examine how the process of ‘taking charge’ can often prolong the effects of turnover. Additionally, the researcher asserts that executive turnover has implications for how we understand the capacity of boards, and the role of governance in explaining managerial changes. Board capacity is an important factor in how well executive transitions are managed, the greater the capacity of the board, the more likely transitions will be smooth. The transition climate is also significant for incoming executives as the environment in which they are coming into may have certain weaknesses or deficiencies which leads to executive turnover. \n\n4.\tWhat are the central concepts and associated definitions (if not defined, please note)?\n\nOne interesting concept discussed in this paper was the “transition climate”. In this sense, staff transitions may be ‘healthy’, though the need or reason for transition could be symbolic of an unhealthy climate of organizational change. Here, the reasons in which a new executive may emerge, may speak to the fact that there are significant organizational problems which may have influenced the need for executive turnover. According to the researcher, this stresses the need for internal and external transparency with incoming executives. \n\nBoard capacity is also recognized as an important feature in how executive turnover plays out, this refers to the capacity of board members’ backgrounds, skills, and tenure, influencing their ability to guide the organization through major personnel changes. \n\n5.\tWhat methods are used? (Identify clearly)\n\nThe researchers conducted semi-structured interviews with the current executives of 40 nonprofit organizations which have recently experienced turnover. Along with an overview of the existing academic literature, they use the qualitative data drawn from these interviews as the basis of their research design. \n\n6.\tWhat empirical examples/cases/datasets/data are used?\n\nA total of 100 organizations which met the criteria to be the subject of this study, were contacted, out which 40 executives responded and participated in semi-structured interviews. The responses were coded into NVivo software in order to perform qualitative data analysis. \n\n7.\tAny interesting tables or visuals? Please screenshot and add here.\n\nYes, there are two (table 1, table 2) interesting and relevant tables. Table 1 is on page 49. Table 2 is on pages 50 and 51. \n\n8.\tHow widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\nThe findings from this paper are insightful and significant in understanding executive turnover in nonprofit organizations, though their study is limited in the sense that the participants in their study are all current executives of organizations which have recently experienced turnover. As mentioned in the study, this limitation excludes other actors which may be able to provide valuable insights to the study, such as those executives who recently left the organizations, and board members who are familiar with what is occurring at the highest level of the organization. Also, with semi-formal interviews there will likely be a broad array of answers for the researchers to piece together and identify key themes from, this allows a lot of room for interpretation which can affect the results of a study. \n\n9.\tOther important or interesting details? \n\nI found their discussion and analysis of the “transition climate” to be particularly interesting and significant for the purposes of further research into founder’s syndrome, in the sense that the environment in which founders may create can have lasting effects on how well new executives can integrate into the organization.", "publicationTitle": "Nonprofit Management & Leadership", "publisher": "John Wiley & Sons, Inc.", "place": "", "date": "Fall 2016", "volume": "27", "issue": "1", "section": "", "partNumber": "", "partTitle": "", "pages": "43-58", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1002/nml.21225", "citationKey": "", "url": "https://proxy.library.carleton.ca/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=118173347&site=ehost-live", "accessDate": "2022-05-04T14:12:46Z", "PMID": "", "PMCID": "", "ISSN": "10486682", "archive": "", "archiveLocation": "", "shortTitle": "", "language": "", "libraryCatalog": "EBSCOhost", "callNumber": "", "rights": "", "extra": "", "tags": [ { "tag": "Inheritance & succession", "type": 1 }, { "tag": "Leadership", "type": 1 }, { "tag": "Management", "type": 1 }, { "tag": "Nonprofit organization management", "type": 1 }, { "tag": "Nonprofit organizations -- Finance", "type": 1 }, { "tag": "Organizational change", "type": 1 }, { "tag": "executive turnover", "type": 1 }, { "tag": "nonprofit leadership", "type": 1 } ], "collections": [], "relations": { "owl:sameAs": "http://zotero.org/groups/4654617/items/AWRCFV2P" }, "dateAdded": "2022-05-24T15:23:24Z", "dateModified": "2022-05-24T15:23:24Z" } }, { "key": "RLZ4V4MU", "version": 42, "library": { "type": "group", "id": 300888, "name": "Global Philanthropy", "links": { "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/300888/items/RLZ4V4MU", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy/items/RLZ4V4MU", "type": "text/html" } }, "meta": { "createdByUser": { "id": 7364, "username": "pgraggo", "name": "Paloma Raggo, PhD.", "links": { "alternate": { "href": "https://www.zotero.org/pgraggo", "type": "text/html" } } }, "creatorSummary": "English and Peters", "parsedDate": "2011", "numChildren": 1 }, "data": { "key": "RLZ4V4MU", "version": 42, "itemType": "journalArticle", "title": "Founders' syndrome in women's nonprofit organizations: Implications for practice and organizational life", "creators": [ { "creatorType": "author", "firstName": "Leona", "lastName": "English" }, { "creatorType": "author", "firstName": "Nancy", "lastName": "Peters" } ], "abstractNote": "This qualitative study examines the impact of “founders' syndrome” in ten feminist nonprofit organizations, giving attention to the ways in which original members and organizers (founders) retain control and set the agenda of these organizations beyond their official terms of office. In these community‐based organizations, founders' syndrome provides stability, but it also affects the ability of younger members to contribute and influence organizational direction. Implications for practice are drawn from the study's results.\n\n1.Annotated commentary (100-200 words):\n\t\nBuilding off a study done in 2002 by Block and Rosenburg, these authors are applying the findings of Block and Rosenburg’s study which surveyed over 300 nonprofit organizations, finding that “founders” can “block more egalitarian organizational decision making and practice” (160), explicitly to feminist nonprofit organizations. I found this study to be quite compelling, clear, well-written, and well-organized. I really appreciated their transparency with the responses from their interviews, as I think this added to the value and complexity of the study. My only concern is the small sample size, and the lack of diversity within the sample as most participants were of a similar age/experience/ethnicity/background. It would have been interesting to hear from more people of colour in the study and compare their experiences with founders syndrome in feminist nonprofit organizations. \n\n2.What is the central question/puzzle/problem identified in the article/book/blog post?\n\n\tThe researchers are looking to test the hypothesis from Block and Rosenburg’s 2002 study which found that founder’s syndrome can lead certain nonprofit organizations to be more exclusionary and resistant to more inclusive and egalitarian organizational changes and decision making. Their objective is to test this theory as it relates exclusively to feminist organizations since these types of organizations are meant to have inclusive and egalitarian principles at its core \n\n3.What is the central answer/finding/conclusion/added value?\n\n\tThese researchers claim to find evidence supporting the thesis of Block and Rosenburg as it relates to feminist organizations. They indicate that feminist founders often lack a “critical gaze” which can lead them to lose sight of their feminist agendas. This lack of critical gaze may distract founders from internal organizational tensions which may impact the inclusivity, diversity, and egalitarian nature of feminist organizations. What I found was really interesting regarding their findings is how older founders of feminist organizations can be so dialed in on their own vision and ambitions for the organization that newer, younger women entering the organization have their voices/ideas drowned out by the direction and influence of the founder.\n\n4.What are the central concepts and associated definitions (if not defined, please note)?\n\n\tThe central theme of this study is the impact of founders syndrome on feminist nonprofit organizations, and how the vision and organizational path as directed by one influential figure, impacts the core values and principles of feminism as a whole.\n\nFounders syndrome; “the influential powers and privileges that the founder exercises or that others attribute to the founder” (160)\n\n5.What methods are used? (Identify clearly)\n\nFindings from literature are combined with data from interviews (conversational style, open-ended questions) with 10 women involved with feminist organizations, identified through directories and snowball sampling.\n\n6.What empirical examples/cases/datasets/data are used?\n\nData from other literature, primarily the Block and Rosenburg study, and 3-hour-long interviews with 10 women from feminist nonprofit organizations.\n\n7.Any interesting tables or visuals? Please screenshot and add here.\n\nN/A\n\n8.How widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\nTheir sample size is admittedly small, though it seems to be well targeted. The style of interviews, which were focused on conversations, provide an added layer of depth to responses which creates a variety of additional generalizations and hypotheses which seem to be consistent with what literature the authors present. \n\n9.Otherimportant or interesting details?\n\n\tContrary to the Block and Rosenburg study, these researchers found that “founders and members of feminist organizations repeatedly cited the lack of formal governance procedures as a barrier to more equal participation” (169). I found this interesting as I would have associated the nature of feminist organizations being more decentralized and inclusive, their call for more formalized structures must be a response to inefficiencies and lack of accountability of the founder in the current governance model.\n\n\tThe tension between founders and skilled and well-informed staff/volunteers in the organization is also very interesting. Particularly the effectiveness of the non-founder in influencing the decision-making of the organization.", "publicationTitle": "Nonprofit management & leadership", "publisher": "Wiley Subscription Services, Inc., A Wiley Company", "place": "", "date": "2011", "volume": "22", "issue": "2", "section": "", "partNumber": "", "partTitle": "", "pages": "159–171", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1002/nml.20047", "citationKey": "", "url": "", "accessDate": "", "PMID": "", "PMCID": "", "ISSN": "1048-6682", "archive": "", "archiveLocation": "", "shortTitle": "Founders' syndrome in women's nonprofit organizations", "language": "eng", "libraryCatalog": "ocul-crl.primo.exlibrisgroup.com", "callNumber": "", "rights": "", "extra": "Place: San Francisco", "tags": [ { "tag": "Community", "type": 1 }, { "tag": "Community Organizations", "type": 1 }, { "tag": "Females", "type": 1 }, { "tag": "Feminism", "type": 1 }, { "tag": "Institutions", "type": 1 }, { "tag": "Non-profit organizations", "type": 1 }, { "tag": "Nonprofit Organizations", "type": 1 }, { "tag": "Nonprofit management", "type": 1 }, { "tag": "Organizational Culture", "type": 1 }, { "tag": "Organizational behavior", "type": 1 }, { "tag": "Organizational behaviour", "type": 1 }, { "tag": "Qualitative analysis", "type": 1 }, { "tag": "community development", "type": 1 }, { "tag": "gender", "type": 1 }, { "tag": "governance", "type": 1 }, { "tag": "women", "type": 1 } ], "collections": [], "relations": { "owl:sameAs": "http://zotero.org/groups/4654617/items/FK2KNPWW" }, "dateAdded": "2022-05-24T15:23:24Z", "dateModified": "2022-05-24T15:23:24Z" } }, { "key": "B92KCUYT", "version": 41, "library": { "type": "group", "id": 300888, "name": "Global Philanthropy", "links": { "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/300888/items/B92KCUYT", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy/items/B92KCUYT", "type": "text/html" } }, "meta": { "createdByUser": { "id": 7364, "username": "pgraggo", "name": "Paloma Raggo, PhD.", "links": { "alternate": { "href": "https://www.zotero.org/pgraggo", "type": "text/html" } } }, "creatorSummary": "Coule", "parsedDate": "2015", "numChildren": 1 }, "data": { "key": "B92KCUYT", "version": 41, "itemType": "journalArticle", "title": "Nonprofit Governance and Accountability: Broadening the Theoretical Perspective", "creators": [ { "creatorType": "author", "firstName": "Tracey M.", "lastName": "Coule" } ], "abstractNote": "Drawing on comparative case studies, this article critiques the positioning of accountability as a benign and straightforward governance function. From a critical management studies perspective, I offer a conceptualization of the relationship between governance and accountability in which issues of power, beliefs about the nature of organizing, and social relations are integral features. The article clarifies how principal-agent governance assumptions, based on a central logic of unitarism, can drive narrow compliance-based interpretations of accountability. Such an approach appears at odds with the values embedded in the social missions of many nonprofits insofar as they prioritize small sections of powerful stakeholders over sustained periods of time. Conversely, a pluralist logic appears to create space for broad accountability to multiple stakeholders. Here, expressive, values-based accountability is seen as a source of legitimacy and can produce complex relationships, which challenge the instrumental orientation to social relations that principal-agent theories assume.\n\n1.Annotated commentary (100-200 words):\n\nThis paper was difficult to read because so much of it is written in quite abstract terminology. Despite this, I do think it has relevance to a broader study of Founder’s Syndrome in the sense that it offers insights into the underlying logic of governance models which are highly influenced by organizational elites. In terms of its qualitative data, I like how they didn’t just rely on one source of data, rather they expanded their dataset to include interviews, documents/strategic plans, and observations, as this adds to the level of satisfaction. However, I do have some concerns regarding their selection of four cases to analyze out of 400, as this might have been influenced by confirmation bias. Ultimately, this paper needs a more trained eye to piece together the complex interwoven theoretical understandings of non-profit governance and a greater familiarity with literature in the field, though I do think there are valuable insights in this paper. \n\n2.What is the central question/puzzle/problem identified in the article/book/blog post?\n\nIn an attempt to expose and challenge assumptions and asymmetrical power relations that are often taken for granted in certain governance models, this author asks the question, “what implications are there for the nature of accountability in a range of governance theories and their associated practices?”\n\n3.What is the central answer/finding/conclusion/added value?\n\nThe central conclusion of this paper is that agency, democratic and stakeholder theory are useful lenses to expose implicit assumptions about the nature of work and organization, which have significant implications for forms and process of accountability. The author attempts to reconceptualize accountability as a challenging and complex choice, rather than a unitary process or function in governance models, and to understand this we need to understand the underlying principles and power structures within certain governance models. \n\n4.What are the central concepts and associated definitions (if not defined, please note)?\n\nThe central themes to this paper are governance, and accountability. This essay considers and presents several well-established theories of governance (democratic, stakeholder, stewardship, principal-agent) and how each affects accountability processes, though the author stresses the need to understand the importance of the underlying principles in each governance model and how this might effect organizational accountability. \n\n5.What methods are used?(Identify clearly)\n\nResearchers use a grounded, interpretive approach to comparative case analysis, collecting different types of qualitative data from multiple sources across four non-profits in England. Initially they collected data through five focus groups, and 400 exploratory surveys of 400 non-profits. They extracted 4 cases of these which best shed light on the researchers theoretical interest in relation to governance and accountability processes. \n\n6.What empirical examples/cases/datasets/dataare used?\n\nData was collected over a 6-month period in the form of: 1) interviews; between 40-120 minutes focused on (a) governance structures, processes and challenges, (b) the nature of relations between staff, volunteers and trustees, (c) the nature of inter-organizational relations and/or collaborative efforts, (d) how such relational dynamics affect decision-making and the setting and safeguarding of mission and values, 2) documents; business/strategic plans, annual reports and accounts, minutes of board meetings, and promotional material, 3) observations; in board meetings, informal coffee breaks, and observing general activities.\n\n7.Any interesting tables or visuals? Please screenshot and add here.\n\nN/A\n\n8.How widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\nThis authors conclusions are potentially very wide ranging as they are more theoretical in nature. The study itself is restricted to England, but this author aims to reconceptualize how we think about the underlying logic in governance models and how they effect accountability. In implying that accountability is a “complex choice” rather than a simplistic, unitary process, this study’s scope is quite wide ranging and ambitious. \n\n9.Otherimportant or interesting details?\n\nIn discussing the individualistic nature of agency theory and how this conflicts with organizational principles, the author writes “Here, a core organizing principle is that the board should ensure conformance through: safeguarding founders’ interests, overseeing management and checking compliance within a principal-agent relationship” (No page numbers)", "publicationTitle": "Nonprofit and voluntary sector quarterly", "publisher": "SAGE Publications", "place": "", "date": "2015", "volume": "44", "issue": "1", "section": "", "partNumber": "", "partTitle": "", "pages": "75–97", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1177/0899764013503906", "citationKey": "", "url": "", "accessDate": "", "PMID": "", "PMCID": "", "ISSN": "0899-7640", "archive": "", "archiveLocation": "", "shortTitle": "Nonprofit Governance and Accountability", "language": "eng", "libraryCatalog": "ocul-crl.primo.exlibrisgroup.com", "callNumber": "", "rights": "", "extra": "Place: Los Angeles, CA", "tags": [ { "tag": "Accountability", "type": 1 }, { "tag": "Agency theory", "type": 1 }, { "tag": "Management theory", "type": 1 }, { "tag": "Nonprofit management", "type": 1 }, { "tag": "Studies", "type": 1 } ], "collections": [], "relations": { "owl:sameAs": "http://zotero.org/groups/4654617/items/CZ97EZWV" }, "dateAdded": "2022-05-24T15:23:24Z", "dateModified": "2022-05-24T15:23:24Z" } }, { "key": "8MLBMGUN", "version": 40, "library": { "type": "group", "id": 300888, "name": "Global Philanthropy", "links": { "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/300888/items/8MLBMGUN", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy/items/8MLBMGUN", "type": "text/html" } }, "meta": { "createdByUser": { "id": 7364, "username": "pgraggo", "name": "Paloma Raggo, PhD.", "links": { "alternate": { "href": "https://www.zotero.org/pgraggo", "type": "text/html" } } }, "creatorSummary": "Carman and Nesbit", "parsedDate": "2013-06-01", "numChildren": 1 }, "data": { "key": "8MLBMGUN", "version": 40, "itemType": "journalArticle", "title": "Founding New Nonprofit Organizations: Syndrome or Symptom?", "creators": [ { "creatorType": "author", "firstName": "Joanne G.", "lastName": "Carman" }, { "creatorType": "author", "firstName": "Rebecca", "lastName": "Nesbit" } ], "abstractNote": "In this study, the authors explore how the dynamics associated with the founding of new nonprofit organizations, the characteristics of the founders, and the developmental life cycles of nonprofit organizations contribute to the seemingly fragmented landscape of the nonprofit sector. Based on data collected from interviews with 31 nonprofit organizations, we find that new nonprofits are being created by passionate, entrepreneurial individuals who hope to make a difference in the community.? Although these organizations are typically small, with few staff members and small budgets, the extent to which they rely on volunteers and are connected to the broader community varies considerably. Moreover, many founders had little experience volunteering or working in the sector. The findings from this study have important implications for the professional development of nonprofit staff, leaders, and volunteers, and they shed new light on how we think about and describe the founders of nonprofit organizations.\n\n1.Annotated commentary (100-200 words):\n\t\nThis study provides some interesting insight into the motivations of founders in creating non-profit organizations and it attempts to explain why, despite the plethora of non-profit charitable organizations in the US, so many new non-profits are still emerging. I think there is certainly some value in this article, mainly how personal motivations seem to be a main motivator in starting a new non-profit when formal data/studies might suggest that there might not be a service failure in a particular sector. However, I think this study could have been structured better, as the outline of their argument/research design could have been more clearly communicated with the reader. Their sample size is also quite small to infer generalizations. Overall, their findings do present some rather insightful considerations into the motivations of founders, and as to why we continue to see the emergence of so many small non-profit organizations in the US.\n\n2.What is the central question/puzzle/problem identified in the article/book/blog post?\n\t\nThese researchers set out to learn why so many new non-profit organizations are being created despite there being claims of there being too many non-profit organizations in the US. They seek to understand the motivations of founders in creating new organizations, and how these motivations relate to market, government, and contract failures. \n\n3.What is the central answer/finding/conclusion/added value?\n\t\nFounders are starting new non-profit organizations “in response to perceived government, market and contract failures rather than substantiated government, market failures and contract failures” (612). In other words, they start organizations because of what they think is needed, not typically observed by formal data or studies. The researchers also find that another motivating factor in creating a new non-profit organization is the desire to be self-employed and doing what one loves (613), personal motivations certainly seem to be more of a factor in new non-profit organizations than acknowledged in the literature. \n\n4.What are the central concepts and associated definitions (if not defined, please note)?\n\t\nThe personal, emotional, and economic motivations of founders in creating new non-profit organizations is the central theme of this paper. The creation of new organizations tends to be driven by the desire to be self-employed, and to be a contributing member to society, doing something that is meaningful and fulfilling. \n\n5.What methods are used? (Identify clearly)\n\t\nThe researchers conducted 31 open-ended interviews with individuals from non-profit organizations. Most of which were founders, followed by co-founders, board members, and one executive director. They then compile responses into statistics and use them to test four hypotheses relating to service failures. \n\n6.What empirical examples/cases/datasets/data are used?\n\t\nThe researchers use data from the Business Master File from the National Center for Charitable Statistics which has data and information about all non-profit charitable organizations in the United States.\n\n7.Any interesting tables or visuals? Please screenshot and add here.\nN/A\n\n8.How widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\t\nThe researchers define their own limitations to their study. First, that they use a small sample size (31 non-profit organizations in Charlotte, North Carolina). This coupled with the variation in their responses should be a caution in making generalizations. Second, most of the interviewees were founders, but 12% were not, and given the nature of their study which is focused on the infancy of non-profit organizations, 12% of respondents may not be the precise target for this study. They should have considered limiting respondents to founders. (pg. 613)\n\n9.Otherimportant or interesting details?\n\t\nThe very few barriers to entry into the non-profit sector seems to be a factor leading to the emergence of newer non-profit organizations. The researchers also indicate that there is a strong comparison between non-profit founders and small business entrepreneurs.", "publicationTitle": "Nonprofit and Voluntary Sector Quarterly", "publisher": "SAGE Publications Inc", "place": "", "date": "2013-06-01", "volume": "42", "issue": "3", "section": "", "partNumber": "", "partTitle": "", "pages": "603-621", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "Nonprofit and Voluntary Sector Quarterly", "DOI": "10.1177/0899764012459255", "citationKey": "", "url": "https://doi.org/10.1177/0899764012459255", "accessDate": "2022-04-20T13:49:44Z", "PMID": "", "PMCID": "", "ISSN": "0899-7640", "archive": "", "archiveLocation": "", "shortTitle": "Founding New Nonprofit Organizations", "language": "", "libraryCatalog": "SAGE Journals", "callNumber": "", "rights": "", "extra": "", "tags": [], "collections": [], "relations": { "owl:sameAs": "http://zotero.org/groups/4654617/items/ZVXCHVHP" }, "dateAdded": "2022-05-24T15:23:24Z", "dateModified": "2022-05-24T15:23:24Z" } }, { "key": "LWS8JYM8", "version": 39, "library": { "type": "group", "id": 300888, "name": "Global Philanthropy", "links": { "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/300888/items/LWS8JYM8", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy/items/LWS8JYM8", "type": "text/html" } }, "meta": { "createdByUser": { "id": 7364, "username": "pgraggo", "name": "Paloma Raggo, PhD.", "links": { "alternate": { "href": "https://www.zotero.org/pgraggo", "type": "text/html" } } }, "creatorSummary": "Raeymaeckers et al.", "parsedDate": "2017", "numChildren": 1 }, "data": { "key": "LWS8JYM8", "version": 39, "itemType": "journalArticle", "title": "The Governance of Public–Nonprofit Service Networks: A Comparison Between Three Types of Governance Roles", "creators": [ { "creatorType": "author", "firstName": "Peter", "lastName": "Raeymaeckers" }, { "creatorType": "author", "firstName": "Caroline", "lastName": "Vermeiren" }, { "creatorType": "author", "firstName": "Charlotte", "lastName": "Noël" }, { "creatorType": "author", "firstName": "Stijn", "lastName": "Van Puyvelde" }, { "creatorType": "author", "firstName": "Jurgen", "lastName": "Willems" } ], "abstractNote": "In this research, we focus on the governance role of the coordinator affiliated to the leading agency in public–nonprofit service networks. We analyze the extent to which different types of coordinators are able to build consensus on a set of network goals in close collaboration with the nonprofit network partners. We explore three network cases, respectively, coordinated by a commissioner, a co-producer and a facilitator. Both network coordinators and respondents from participating nonprofit service agencies are interviewed. In contrast to earlier studies our analysis indicates that, in comparison with a facilitator, a commissioner and a co-producer are better equipped to reach consensus on a set of goals in service networks. The practice of synthesis is considered as very important when establishing consensus in a network.\n\n1.\tAnnotated commentary (100-200 words):\n\nThis was an interesting study to read, though its direct relevance to founder’s syndrome is likely scarce at best. The main added value from this essay is the study of interactions between nonprofit organizations and the public sector service providers, and the capacity for consensus building while nonprofit organizations maintain their autonomous decision-making power. This ultimately leads to a discussion about network governance, and how this impacts nonprofit decision-making among a complex network of actors. This essay is clearly presented, with sound empirical and qualitative research supporting the papers findings. This paper also includes a list of avenues for further research which build off of this study.\n\n2.\tWhat is the central question/puzzle/problem identified in the article/book/blog post?\n\nThe researchers are trying to understand the role of the network coordinator in establishing goal consensus in lead organization governed public—nonprofit networks. Since the coordinator of public and nonprofit service networks plays an important role in assisting the lead public actor with governing the network, their role in consensus-building is of particular interest to these researchers. To gain a better understanding of the role of the coordinator, the researchers needed to look for networks where the coordinators apply different governance roles; hence, much of this study is broken down into three sub-sections wherein the coordinator adopts a specific type of governance role, the facilitator, the co-producer, and the commissioner. The central question is then the extent to which each of these governance roles is able to establish a consensus on the common goal of the network.\n\n3.\tWhat is the central answer/finding/conclusion/added value?\n\nWhile the researchers present a number of interesting findings and conclusions, they identify two important guidelines for the governance of public—nonprofit networks: (1) networks with a large diversity of network actors and where a consensus is difficult to establish, a facilitating network coordinator doesn’t perform well. Though, consensus may be found when a commissioner governs a network consisting of a very diverse set of nonprofit organizations, while the co-producer faces limited challenges in finding consensus among network actors. (2) the participation of network actors in the formulation of network goals is essential when trying to establish goal consensus.\n\n4.\tWhat are the central concepts and associated definitions (if not defined, please note)?\n\nThe central theme of this paper is gaining a better understanding of consensus building between public—nonprofit networks, and the role coordinators within this dichotomy and the types of governance configurations used to monitor and organize these relationships. \n\n5.\tWhat methods are used? (Identify clearly)\n\nThe researchers decided to use a purposive sampling method on 10 selected groups (out of 72 networks in Flanders, Belgium) of networks governed by a public actor that provides services to families in poverty, meeting four criteria; (1) the public agency affiliated to the local government had to be the leading agency of the network, (2) the network has to be working with families with children in poverty, (3) the network must consist of a diverse set of autonomous nonprofit organizations, and (4) the child poverty rate in the municipality needs to be higher than average.\n\n6.\tWhat empirical examples/cases/datasets/data are used?\n\nThe researchers use qualitative interviews with network coordinators and network partners in order to gain insights into the way they perceive the governance as executed by the network coordinator. Results from these interviews were collected and coded using NVivo software. \n\n7.\tAny interesting tables or visuals? Please screenshot and add here.\n\nThey present three tables (no page numbers) illustrating their research design/methods that are quite useful in understanding their methodology. \n\n8.\tHow widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\nIt is difficult to say how widely these conclusions generalize, though this essay does contribute to the growing body of scientific literature on governance of public—nonprofit networks by analyzing how goal consensus can be reached in three public—nonprofit networks governed by a leading organization. This study does take place through analyzing European networks, mainly those within the Flanders region of Belgium, so they may have different institutional norms within these complex networks as well. \n\n9.\tOther important or interesting details? \n\nN/A", "publicationTitle": "Voluntas (Manchester, England)", "publisher": "Springer US", "place": "", "date": "2017", "volume": "31", "issue": "5", "section": "", "partNumber": "", "partTitle": "", "pages": "1037–1048", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1007/s11266-017-9920-7", "citationKey": "", "url": "", "accessDate": "", "PMID": "", "PMCID": "", "ISSN": "0957-8765", "archive": "", "archiveLocation": "", "shortTitle": "The Governance of Public–Nonprofit Service Networks", "language": "eng", "libraryCatalog": "ocul-crl.primo.exlibrisgroup.com", "callNumber": "", "rights": "", "extra": "Place: New York", "tags": [ { "tag": "Collaboration", "type": 1 }, { "tag": "Commissioners", "type": 1 }, { "tag": "Comparative analysis", "type": 1 }, { "tag": "Coordinators", "type": 1 }, { "tag": "Corporate governance", "type": 1 }, { "tag": "Goal setting", "type": 1 }, { "tag": "Governance", "type": 1 }, { "tag": "Nonprofit organizations", "type": 1 }, { "tag": "Original Paper", "type": 1 }, { "tag": "Political Science", "type": 1 }, { "tag": "Public sector", "type": 1 }, { "tag": "Roles", "type": 1 }, { "tag": "Social Policy", "type": 1 }, { "tag": "Social Sciences", "type": 1 }, { "tag": "Studies", "type": 1 }, { "tag": "general", "type": 1 } ], "collections": [], "relations": { "owl:sameAs": "http://zotero.org/groups/4654617/items/TEKUD67R" }, "dateAdded": "2022-05-24T15:23:24Z", "dateModified": "2022-05-24T15:23:24Z" } }, { "key": "8N4GU9FB", "version": 38, "library": { "type": "group", "id": 300888, "name": "Global Philanthropy", "links": { "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/300888/items/8N4GU9FB", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy/items/8N4GU9FB", "type": "text/html" } }, "meta": { "createdByUser": { "id": 7364, "username": "pgraggo", "name": "Paloma Raggo, PhD.", "links": { "alternate": { "href": "https://www.zotero.org/pgraggo", "type": "text/html" } } }, "creatorSummary": "Cornforth", "parsedDate": "2012", "numChildren": 1 }, "data": { "key": "8N4GU9FB", "version": 38, "itemType": "journalArticle", "title": "Nonprofit Governance Research: Limitations of the Focus on Boards and Suggestions for New Directions", "creators": [ { "creatorType": "author", "firstName": "Chris", "lastName": "Cornforth" } ], "abstractNote": "This article examines some of the main limitations of research on the governance of nonprofit organizations. It argues that there are limitations in both the way governance has been conceptualized and the ways in which it has been researched. It suggests that research has focused too narrowly on the boards of unitary organizations, and ignored both the wider governance system and the more complex multilevel and multifaceted governance structures that many organizations have evolved. It also argues that the dominant research designs employed have been cross-sectional and positivist in orientation. As a result, too little attention has been paid to board processes and change and how they are influenced by contextual and historical factors. Based on this analysis, some new directions for nonprofit governance research are briefly mapped out.\n\n1.Annotated commentary (100-200 words):\n\n\tThis paper attempts to illustrate the shortfalls of conceptualizing non-profit governance structures through the characteristics, behavior, and composition of boards. It articulates compelling limitations to the narrow research focus of non-profit governance structures and includes interesting areas for future analysis in light of the limitations discussed. It is well written, easy to understand, though it lacks primary empirical research. The case studies used are primary from the UK, therefore some of the generalizations made in the paper should be met with some degree of skepticism since it largely fails in comparing norms and trends relating to non-profit governance across different countries and regions. \n\n2.What is the central question/puzzle/problem identified in the article/book/blog post?\n\n\tThe central issue this journal seeks to address is the narrow focus on boards in research on non-profit governance structures. This author suggests that this focus on boards inhibits our ability to understand non-profit governance because of the changing context and increasing complexity of non-profit governance structures. The fixation with boards ignores the more widespread factors that impact the effectiveness and efficiency of non-profit organizations. \n\n3.What is the central answer/finding/conclusion/added value?\n\n\tIn addition to broadening our conceptualization of non-profit governance and the various factors besides boards that have an impact, Conforth identifies three main limitations that will need to be addressed in order to shape a new direction for non-profit governance research. First, that generalizations about non-profit governance based solely on the character, behavior and structure of boards, is too narrow a conceptualization of non-profit governance structures. Secondly, research on the boards of non-profits has focused mainly on unitary organizations with one board. And lastly, research in this area has largely failed to account for multilevel governance structures, while being dominated by cross-sectional research designs and positivist epistemology. The main argument Conforth makes is that we have to move forward with the understanding that boards are one part of a broader governance system, and that giving consideration to a wide variety of other internal and external factors will help us better understand non-profit governance models. \n\n4.What are the central concepts and associated definitions (if not defined, please note)?\n\n\tThe central concept in this journal is how research on non-profit governance has largely been conceptualized by the behaviour and characteristics of a unitary board. The level of analysis is done on the organizational level in understanding corporate/organizational governance as the “systems and processes concerned with ensuring the overall direction, control and accountability of an organization” (pg. 1121). “Dark matter”, unobserved phenomena in the governance of grassroots organizations that employ little to no staff. (pg. 1127)\n\n5.What methods are used? (Identify clearly)\n\n\tThere is a lack of empirical methods in this study, however the author references specific studies done in the past (pg. 1127) that have offered statistical analysis to the research field, where not much data is readily available (according to Conforth). I would have liked Conforth to build upon the historical studies done and provided some statistical context in relation to his thesis, as he just very briefly mentions the studies. This is largely a theoretical essay, drawing upon previous literature and identifying limitations, trends and research tendencies. \n\n6.What empirical examples/cases/datasets/dataare used?\n\n\tConforth uses a brief case study of how certain government reforms in the UK during the 1980’s and 1990’s facilitated greater responsibility to non-profit organizations in becoming public service providers. These reforms created competition between third-sector providers for public service contracts, and this decentralization of public services has had an impact in how non-profit organizations are managed due to increased market incentives. More specifically, the author uses an example from the Housing Corporation in England, which was able to influence the agendas of non-profit sector boards, indicating that boards themselves can be heavily influenced by external factors.\n\n7.Any interesting tables or visuals? Please screenshot and add here.\n\n\tN/A\n\n8.How widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\t\n\tThe conclusions attempt to make vast generalizations about the non-profit governance without explicitly identifying how far-reaching these generalizations are. My main critique is that the cases and examples used in this study are very UK-centric, and I would have found this paper more satisfying if it used examples/evidence/case studies from other countries and regions as this would add to the strength of the paper. Though this paper does give nice insight into the academic literature that has been published on the topic. \n\n9.Otherimportant or interesting details?\n“A broader conceptualization of nonprofit governance opens up new questions for research concerning the relationships between different parts of the governance system, such as how regulation, audit, inspection, and funding regimes can influence governance structures and practices at the organizational level, or what contribution other internal actors such as managers, staff, and members make to carrying out governance functions?” (pg. 1122)\n“In summary, a broader conceptualization of governance needs to recognize that both internal and external actors beyond the board itself contribute to the carrying out of governance functions.” (pg. 1124)", "publicationTitle": "Nonprofit and voluntary sector quarterly", "publisher": "SAGE Publications", "place": "", "date": "2012", "volume": "41", "issue": "6", "section": "", "partNumber": "", "partTitle": "", "pages": "1116–1135", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1177/0899764011427959", "citationKey": "", "url": "", "accessDate": "", "PMID": "", "PMCID": "", "ISSN": "0899-7640", "archive": "", "archiveLocation": "", "shortTitle": "Nonprofit Governance Research", "language": "eng", "libraryCatalog": "ocul-crl.primo.exlibrisgroup.com", "callNumber": "", "rights": "", "extra": "Place: Los Angeles, CA", "tags": [ { "tag": "Boards of directors", "type": 1 }, { "tag": "Corporate governance", "type": 1 }, { "tag": "Governance", "type": 1 }, { "tag": "Governance structure", "type": 1 }, { "tag": "Nonprofit making organizations", "type": 1 }, { "tag": "Nonprofit organizations", "type": 1 }, { "tag": "Sociology", "type": 1 }, { "tag": "Sociology of organizations and enterprises. Bureaucracy and administration", "type": 1 }, { "tag": "Sociology of work and sociology of organizations", "type": 1 }, { "tag": "Studies", "type": 1 } ], "collections": [], "relations": { "owl:sameAs": "http://zotero.org/groups/4654617/items/8295CBEG" }, "dateAdded": "2022-05-24T15:23:24Z", "dateModified": "2022-05-24T15:23:24Z" } }, { "key": "QHXY55KJ", "version": 37, "library": { "type": "group", "id": 300888, "name": "Global Philanthropy", "links": { "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/300888/items/QHXY55KJ", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy/items/QHXY55KJ", "type": "text/html" } }, "meta": { "createdByUser": { "id": 7364, "username": "pgraggo", "name": "Paloma Raggo, PhD.", "links": { "alternate": { "href": "https://www.zotero.org/pgraggo", "type": "text/html" } } }, "creatorSummary": "Van Puyvelde et al.", "parsedDate": "2012", "numChildren": 1 }, "data": { "key": "QHXY55KJ", "version": 37, "itemType": "journalArticle", "title": "The Governance of Nonprofit Organizations: Integrating Agency Theory With Stakeholder and Stewardship Theories", "creators": [ { "creatorType": "author", "firstName": "Stijn", "lastName": "Van Puyvelde" }, { "creatorType": "author", "firstName": "Ralf", "lastName": "Caers" }, { "creatorType": "author", "firstName": "Cind", "lastName": "Du Bois" }, { "creatorType": "author", "firstName": "Marc", "lastName": "Jegers" } ], "abstractNote": "The purpose of this article is to provide a more comprehensive principal–agent theory of nonprofit organizations by combining agency theory with aspects of stakeholder theory, stewardship theory, and empirical literature on the governance and management of nonprofit organizations. First, the use of a stakeholder perspective allows us to identify the principals of a nonprofit organization and to divide nonprofit principal–agent relationships into different categories. Next, we discuss the assumptions and prescriptions of agency theory and stewardship theory and suggest that a complementary use of these theories can contribute to the research of principal–agent relationships. By discussing empirical literature from a stewardship–agency perspective, we are able to address issues of nonprofit accountability. We conclude by giving suggestions for further research and by stressing the importance of a recruitment policy to avoid internal agency problems.\n\n1.\tAnnotated commentary (100-200 words):\n\nThis was certainly one of the more challenging articles to piece together because it is heavily theoretical with a lot of overlap between sections. What I gather the researchers were trying to do is build a more comprehensive understanding of principal—agent theory which includes a framework for identifying the principal external actors in the nonprofit—shareholder relations. Without a comprehensive understanding of the organizational theory, it was difficult to fully understand this study, though I’m sure its theoretical foundation is strong and well-presented. I think this essay would have benefitted from more quantitative and qualitative research, i.e. a case study. There was also several definitions which were included in the study in which I found helpful in piecing together their central argument. \n\n2.\tWhat is the central question/puzzle/problem identified in the article/book/blog post?\n\nDespite the usefulness of principal-agent theory, in nonprofit organizations it is not clear who should be regarded as the principal. The literature has largely overlooked the extent to which nonprofit organizations are accountable to external stakeholders, and this piece seeks to use a stakeholder perspective to identify the possible principals within the nonprofit organization—external stakeholder relationship and break them down into different categories. \n\n3.\tWhat is the central answer/finding/conclusion/added value?\n\nA comprehensive principal—agent theory of nonprofit organizations doesn’t just need a framework with multiple principals but also needs to take into account stewardship theory as a complement of agency theory. They also argue that a research design using both agency and stewardship theory may be developed by combining both agency and stewardship variables and analyzing their effect on large and small donors of nonprofit organizations. \n\n4.\tWhat are the central concepts and associated definitions (if not defined, please note)?\n\n“Stakeholder Theory”: “any person or group that is able to make a claim on an organization’s attention, resources or output or who may be affected by the organization”; focuses on the explicit management of those actors who may be internal, external, or interface with an organization. \n\n“Agency theory”; assumes that there is a goal conflict between the principal and the agent, the agent may not always act on the wishes of the principal. \n\n“Agency costs”; the sum of the monitoring costs, bonding costs, and residual loss.\n\n“Bonding costs”; refer to the costs the agent makes in an attempt to convince the principal of her commitment. \n\n“Organizational identification”; “a perceived oneness with an organization and the experience of the organization’s successes and failures as one’s owns.”\n\n5.\tWhat methods are used? (Identify clearly)\n\nThe methods used by the researchers are solely based on a thorough analysis and discussion of the empirical literature. There doesn’t appear to be any original quantitative or qualitative research presented in this study. \n\n6.\tWhat empirical examples/cases/datasets/data are used?\n\nN/A\n\n7.\tAny interesting tables or visuals? Please screenshot and add here.\n\nOn page 434, there is a table describing the various stakeholders of a nonprofit organization, followed by a diagram on page 435 illustrating the nonprofit principal—agent relationships. On page 437, there is a table describing the differences between agency theory and stewardship theory.\n\n8.\tHow widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\nThis article attempts to add to “the establishment of a strongly unified principal—agent theory of nonprofit organization, though it is difficult to say how widely and legitimately its conclusions generalize without providing any concrete original quantitative or qualitative research. This essay is very theoretical and relies on a very comprehensive understanding of nonprofit governance theory.\n\n9.\tOther important or interesting details? \n\nN/A", "publicationTitle": "Nonprofit and voluntary sector quarterly", "publisher": "SAGE Publications", "place": "", "date": "2012", "volume": "41", "issue": "3", "section": "", "partNumber": "", "partTitle": "", "pages": "431–451", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1177/0899764011409757", "citationKey": "", "url": "", "accessDate": "", "PMID": "", "PMCID": "", "ISSN": "0899-7640", "archive": "", "archiveLocation": "", "shortTitle": "The Governance of Nonprofit Organizations", "language": "eng", "libraryCatalog": "ocul-crl.primo.exlibrisgroup.com", "callNumber": "", "rights": "", "extra": "Place: Los Angeles, CA", "tags": [ { "tag": "Accountability", "type": 1 }, { "tag": "Governance", "type": 1 }, { "tag": "Management", "type": 1 }, { "tag": "Nonprofit making organizations", "type": 1 }, { "tag": "Prescriptions", "type": 1 }, { "tag": "Principal-Agent relationships", "type": 1 }, { "tag": "Recruitment", "type": 1 }, { "tag": "Stakeholders", "type": 1 } ], "collections": [], "relations": { "owl:sameAs": "http://zotero.org/groups/4654617/items/XCBA3T65" }, "dateAdded": "2022-05-24T15:23:24Z", "dateModified": "2022-05-24T15:23:24Z" } }, { "key": "DKFH5CMN", "version": 36, "library": { "type": "group", "id": 300888, "name": "Global Philanthropy", "links": { "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/300888/items/DKFH5CMN", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy/items/DKFH5CMN", "type": "text/html" } }, "meta": { "createdByUser": { "id": 7364, "username": "pgraggo", "name": "Paloma Raggo, PhD.", "links": { "alternate": { "href": "https://www.zotero.org/pgraggo", "type": "text/html" } } }, "creatorSummary": "LeRoux and Langer", "parsedDate": "2016", "numChildren": 1 }, "data": { "key": "DKFH5CMN", "version": 36, "itemType": "journalArticle", "title": "What Nonprofit Executives Want and What They Get from Board Members", "creators": [ { "creatorType": "author", "firstName": "Kelly", "lastName": "LeRoux" }, { "creatorType": "author", "firstName": "Julie", "lastName": "Langer" } ], "abstractNote": "In theory, nonprofit boards of directors exist to perform mission-setting and oversight functions that help to ensure organizational accountability. Yet there is evidence that board behavior often falls short of this ideal. Using survey data from a sample of 241 executive directors of nonprofit agencies, we investigated whether nonprofit boards are meeting executive directors' expectations, and if not, what factors explain this? We find that although board behavior tends to align closely with executive directors' preferences for involvement in administration and management tasks, there is a greater disconnect between board behavior and executive directors' preferences for involvement in mission-setting and oversight duties. Factors that mitigate this gap include organizational professionalization and stability, whereas more extensive reliance on government funding exacerbates it. Female executive directors experience a greater disconnect in their preferences for board involvement and actual board involvement than male executive directors. We conclude by discussing the implications of our findings for both theory and practice.\n\n1.\tAnnotated commentary (100-200 words):\n\nThis paper was a little difficult to read and confusing at times, though it presented a variety of significant findings regarding the relationship between executives and the board. Through the distribution of a survey, the researchers look to determine the influencing factors; individual, organizational, and environmental, that impact the level of connectedness between executives and boards. They present quite a few noteworthy results, and their use of statistical analysis really adds to the relevance of their findings. There are some limitations in which the researcher explicitly recognize, though overall, this essay provides a variety of valuable insights into the relationship between executives and boards of nonprofit organizations. \n\n2.\tWhat is the central question/puzzle/problem identified in the article/book/blog post?\n\nThe researchers are attempting to discover the extent to which nonprofit executives get what they actually want from their boards, in light of the shift towards more board-centric models of nonprofit governance. They ask, “what types of involvement do executive directors want from their board members?”, “to what extent does board involvement match executive directors’ preferred level of involvement?”, and “if gaps exist between board behavior and executive directors’ preferences, what factors explain these gaps?”\n\n3.\tWhat is the central answer/finding/conclusion/added value?\n\nExecutive directors would generally prefer greater involvement from boards on administrative and management tasks only when they lack sufficient staff capacity to handle these tasks on their own. Executive—Board relationships are found to be largely “within the realm of nonprofits’ control”, which “points to the importance of decisions made at the organizational level regarding board orientation and development, board composition, and so on.” (161)\n\n4.\tWhat are the central concepts and associated definitions (if not defined, please note)?\n\nThe central theme of this paper is the relationship between executive directors and boards of directors in nonprofit organizations, and the degree to which they work together, or to which they are disconnected. The researchers go through some individual, organizational, and environmental factors which may have an influence on the this relationship, finding that most often organizational factors can help explain this phenomena. \n\n5.\tWhat methods are used? (Identify clearly)\n\nThe researchers distributed an online survey to 653 potential participants; all of which were executive directors or CEO’s of 501c(3) nonprofits with budgets of $100,000 or more, with a series of questions aimed at determining executive directors preferences for board involvement against their actual board involvement. They got a 37% response rate. \n\n6.\tWhat empirical examples/cases/datasets/data are used?\n\nThe data is compiled through surveys distributed to executives, and responses are used to assess statistical significance, which are largely presented in the tables presented in the paper. \n\n7.\tAny interesting tables or visuals? Please screenshot and add here.\n\nThere are a few statistical tables that may be of interest. \n\n8.\tHow widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\nThe researcher openly discusses the limitations of the study, mainly that it relies on cross-sectional data which limits the ability to make causal claims, and that the survey items relied on the self-reporting of executive directors. Another challenge is the multitude of factors which could influence expectations and satisfaction with board involvement. \n\n9.\tOther important or interesting details? \n\nGovernment funding appears to increase the disconnect between board involvement and executive directors preferences; the more reliant executive directors of organizations are on a larger percentage of funding coming from the government, the more they prefer their boards to be involved.\n\nTheir results suggest that “board members may be more likely to be involved and engaged in governance functions when the executive director is male” (159) There appears to be a gender dynamic to their results which may be cause for exploration.", "publicationTitle": "Nonprofit Management & Leadership", "publisher": "John Wiley & Sons, Inc.", "place": "", "date": "Winter 2016", "volume": "27", "issue": "2", "section": "", "partNumber": "", "partTitle": "", "pages": "147-164", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1002/nml.21234", "citationKey": "", "url": "https://proxy.library.carleton.ca/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=120343931&site=ehost-live", "accessDate": "2022-05-03T20:57:25Z", "PMID": "", "PMCID": "", "ISSN": "10486682", "archive": "", "archiveLocation": "", "shortTitle": "", "language": "", "libraryCatalog": "EBSCOhost", "callNumber": "", "rights": "", "extra": "", "tags": [ { "tag": "Corporate directors", "type": 1 }, { "tag": "Nonprofit organizations", "type": 1 }, { "tag": "Organizational accountability", "type": 1 }, { "tag": "Organizational transparency", "type": 1 }, { "tag": "Surveys", "type": 1 }, { "tag": "accountability", "type": 1 }, { "tag": "boards", "type": 1 }, { "tag": "executive", "type": 1 }, { "tag": "governance", "type": 1 }, { "tag": "nonprofit management", "type": 1 } ], "collections": [], "relations": { "owl:sameAs": "http://zotero.org/groups/4654617/items/UVYRKZF5" }, "dateAdded": "2022-05-24T15:23:24Z", "dateModified": "2022-05-24T15:23:24Z" } }, { "key": "LS3C82S2", "version": 35, "library": { "type": "group", "id": 300888, "name": "Global Philanthropy", "links": { "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/300888/items/LS3C82S2", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy/items/LS3C82S2", "type": "text/html" } }, "meta": { "createdByUser": { "id": 7364, "username": "pgraggo", "name": "Paloma Raggo, PhD.", "links": { "alternate": { "href": "https://www.zotero.org/pgraggo", "type": "text/html" } } }, "creatorSummary": "Berlan and Bruno-van Vijfeijken", "parsedDate": "2013", "numChildren": 1 }, "data": { "key": "LS3C82S2", "version": 35, "itemType": "journalArticle", "title": "The Planned Close of an NGO: Evidence for a New Organizational Form?", "creators": [ { "creatorType": "author", "firstName": "David", "lastName": "Berlan" }, { "creatorType": "author", "firstName": "Tosca", "lastName": "Bruno-van Vijfeijken" } ], "abstractNote": "This article examines a human rights NGO that ceased operations after only 8 years. A voluntary and planned end, this case raises the possibility of a new form, the time-bound organization. Through a series of interviews with staff, board members, the founder, and key external stakeholders, this study examines the nonprofit's leadership, time-bound structure, strategic approach, and wind-down process. Drawing on the lessons of this case, this article identifies benefits and challenges of the time-bound organization form. A range of voluntary organizations could learn from this example and consider the form, including nonprofits experiencing a leadership transition, facing environmental threats, or considering a structural change such as a merger. Cet article examine une ONG des droits de l'homme ayant interrompu ses opérations après seulement huit ans. Ce cas, avec sa fin volontaire et planifiée, ouvre la possibilité d'une forme nouvelle, à savoir l'organisation limitée dans le temps. Au moyen d'une série d'entretiens avec le personnel, les membres du conseil d'administration, le fondateur et des parties prenantes externes clés, cet article examine le leadership d'une organisation sans but lucratif, la structure de durée limitée, l'approche stratégique, et le processus de liquidation. S'inspirant des leçons de ce cas, l'article identifie les bénéfices et les défis de la forme d'organisation limitée dans le temps. Une série d'organisations bénévoles pourraient apprendre de cet exemple et envisager cette forme, y compris les organisations sans but lucratif confrontées à une transition de leadership, à des menaces environnementales ou envisageant une modification structurelle telle qu'une fusion. Der vorliegende Beitrag untersucht eine nicht-staatliche Menschenrechtsorganisation, die ihre Arbeit nach nur acht Jahren eingestellt hat. Dieses Beispiel einer freiwilligen und geplanten Beendigung zeigt die Möglichkeit einer neuen Organisationsform, die zeitlich begrenzte Organisation. Der Beitrag untersucht mittels einer Reihe von Befragungen der Mitarbeiter, der Vorstandsmitglieder, des Gründers und wichtiger externer Stakeholder die Führung, die zeitlich begrenzte Struktur, den strategischen Ansatz und den Auflösungsprozess der Nonprofit-Organisation. Ausgehend von den gelernten Lektionen aus diesem Fall stellt der Beitrag die Vorteile und Probleme der zeitlich begrenzten Organisationsform heraus. Eine Reihe von ehrenamtlichen Organisationen könnte an dem Beispiel lernen und diese Form in Betracht ziehen, einschließlich Nonprofit-Organisationen, die einen Führungswechsel durchmachen, mit Umweltbedrohungen konfrontiert werden oder eine strukturelle Änderung, wie beispielsweise eine Fusion, erwägen. Este documento examina una ONG de derechos humanos que cesó sus operaciones después de sólo ocho años. Un final voluntario y planificado, este caso plantea la posibilidad de una nueva forma, la organización limitada en el tiempo. Mediante una serie de entrevistas con el personal, los miembros del consejo, el fundador, y partes interesadas externas claves, este documento examina el liderazgo de las organizaciones sin ánimo de lucro, la estructura limitada en el tiempo, el enfoque estratégico y el proceso de disolución. Extrayendo lecciones de este caso, el presente documento identifica los beneficios y retos de la forma de organización limitada en el tiempo. Una serie de organizaciones voluntarias podrían aprender de este ejemplo y considerar esta forma, incluidas las organizaciones sin ánimo de lucro que experimentan una transición de liderazgo, las que se enfrentan a amenazas medioambientales o las que consideran un cambio estructural, como una fusión.\n\n1.\tAnnotated commentary (100-200 words):\n\nI found this to be a really interesting article, mainly because it’s an examination of a new nonprofit model that presents interesting findings. There are clear benefits to a time-bound organization that are largely absent from more traditional nonprofit models. Though the biggest limitation to this model is the reliance on the individual founder, being a strong, independent, and capable individual with recognition and important relationships. The case study used in this paper was of the “Realizing Rights” organization which was founded and led by Mary Robinson who was the first female President of Ireland, and a former United Nations High Commissioner for Human Rights. Given her esteem, this model was set up for success, though with a founder who doesn’t have the same type of status, it unclear if this model is a sustainable or successful one. \n\n2.\tWhat is the central question/puzzle/problem identified in the article/book/blog post?\n\nThis study is focused on the newer “time-bound” nonprofit model in which the lifespan of a nonprofit organization is clearly identified. This researcher is examining the theory and rational behind the model through the case study of the “Realizing Rights” human rights nonprofit, in an effort to recognize the benefits of this model and how this can inform other models of nonprofit governance. \n\n3.\tWhat is the central answer/finding/conclusion/added value?\n\nThe added value of this study presents the time-bound nonprofit as an organization benefiting from greater autonomy, and with intense effort and collaboration which is influenced by the very nature of the model, when feasible it resembles a viable alternative for new ventures. While also eliminating the effects of founder’s syndrome, the temporary nature of these organizations becomes less institutionalized as ‘competitors’ are more willing to engage and work with these types of organizations because they do not pose a threat to the long-term interests of the partner organization. \n\n4.\tWhat are the central concepts and associated definitions (if not defined, please note)?\n\nMuch of this study focuses on the idea of a “time-bound” nonprofit organization, which this author describes as falling between a stand-alone nonprofit and a short-term project. This model is unique to the literature in the sense that the idea of nonprofit organizations having an ‘end date’ is somewhat foreign both in theory and practice. \n\n5.\tWhat methods are used? (Identify clearly)\n\nThis paper consists of an exploratory case study of a human rights nonprofit organization, “Realizing Rights”, in the lead up to their voluntary closure. The researchers were granted full access to the organization approximately 6 months out until its planned closure. Therefore, the researchers conduct 18 interviews (open-ended questions) with employees from the organization categorized as either: senior staff, mid-level staff, board members, and ‘outsiders’ (for anonymity).\n\n6.\tWhat empirical examples/cases/datasets/data are used?\n\nTheir qualitative data and analysis is extracted from their observations and interviews conducted from those within the organization. No statistical analysis is presented.\n\n7.\tAny interesting tables or visuals? Please screenshot and add here.\n\nThere is a very useful table on page 272 presenting sort of a ‘pros and cons’ list of time-bound organizations. \n\n8.\tHow widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\nAs it is acknowledged by the authors, inferring generalizations from this one case study would be ill-advised. Particularly in the case of Realizing Rights, where the founder was a very esteemed and strong individual with a plethora of expertise, experience, and resources. However, for time-bound nonprofits that have a strong and powerful leader, this model be a suitable alternative to building an institution that the leader may eventually decide to leave. \n\n9.\tOther important or interesting details? \n\nBeing a time-bound organization created a sense of urgency in the work that needed to get done before the organization closed, ultimately increasing the efficiency of a nonprofit.", "publicationTitle": "Voluntas: International Journal of Voluntary and Nonprofit Organizations", "publisher": "Springer", "place": "", "date": "2013", "volume": "24", "issue": "1", "section": "", "partNumber": "", "partTitle": "", "pages": "262-275", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "", "citationKey": "", "url": "http://www.jstor.org/stable/42629802", "accessDate": "2022-05-06T15:53:20Z", "PMID": "", "PMCID": "", "ISSN": "0957-8765", "archive": "", "archiveLocation": "", "shortTitle": "The Planned Close of an NGO", "language": "", "libraryCatalog": "JSTOR", "callNumber": "", "rights": "", "extra": "", "tags": [], "collections": [], "relations": { "owl:sameAs": "http://zotero.org/groups/4654617/items/56EKAH6B" }, "dateAdded": "2022-05-24T15:23:24Z", "dateModified": "2022-05-24T15:23:24Z" } }, { "key": "5TQKVQL8", "version": 34, "library": { "type": "group", "id": 300888, "name": "Global Philanthropy", "links": { "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/300888/items/5TQKVQL8", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/global_philanthropy/items/5TQKVQL8", "type": "text/html" } }, "meta": { "createdByUser": { "id": 7364, "username": "pgraggo", "name": "Paloma Raggo, PhD.", "links": { "alternate": { "href": "https://www.zotero.org/pgraggo", "type": "text/html" } } }, "creatorSummary": "Block and Rosenberg", "parsedDate": "2002", "numChildren": 1 }, "data": { "key": "5TQKVQL8", "version": 34, "itemType": "journalArticle", "title": "Toward an Understanding of Founder's Syndrome", "creators": [ { "creatorType": "author", "firstName": "Stephen R.", "lastName": "Block" }, { "creatorType": "author", "firstName": "Steven", "lastName": "Rosenberg" } ], "abstractNote": "On the subject of stewardship, Block (1996, p. 47) writes, \"Stewardship not only affects the use of power, but it also confronts the way we hold privilege.\" He also states, \"Holding on to privilege is an act of self-interest, the antithesis of service and stewardship.\" As Block uses it, the term privilege denotes a class structure within governance settings, and self-interest refers to using one's power (through the exercise of privilege) to ascertain an objective that may not be in accord with others'.\n\n1.Annotated commentary (100-200 words):\n\nThis article examines the influence and power that a founder has on a nonprofit organization and what the effects are of a founder-led organization compared to a non-founder-led organization. It is a clear, well-constructed, and compelling paper with original data and empirical analysis which set it apart from other literature on founder’s syndrome. Their use of tables to illustrate their data is helpful and interesting. Their discussion of the data and analysis they presented is also quite interesting as they offer potential reasons and rationale for outcomes they observed in their study. Ultimately, I think this article is useful in confirming the effects of founders on nonprofit organizations, particularly in setting an empirical foundation for further research. \n\n2.What is the central question/puzzle/problem identified in the article/book/blog post?\n\nThe central question this essay is attempting to answer is, “Do founders use their position to influence organizational direction?” The researchers start from the premise that there is an “unwritten expectation” that founders of nonprofit organizations will become more egalitarian and “hands-off” when it comes to organizational decision making, but this doesn’t seem to be the case and the authors address this in a series of tables and statistical analysis. \n\n3.What is the central answer/finding/conclusion/added value?\n\nThere are significant differences in the characteristics of a nonprofit organization when it is led by a founder as opposed to a non-founder. For these authors, this enables the conclusion that the effects of founder’s syndrome as addressed in the literature (the ability for a founder to influence and affect the organizational decision making) are indeed true, and the nature of governance within the organizations changes and shifts depending on how involved the founder is in influencing the organization. \n\n4.What are the central concepts and associated definitions (if not defined, please note)?\n\n“Syndrome”; authors address the use of the word “syndrome” in Founder’s syndrome as having a negative connotation implying an unhealthy relationship between the founder and his/her organization. There is also a real emphasis on board dynamics and different positions within the governance model of the organizations. \n\n5.What methods are used?(Identify clearly)\n\nResearchers collected data through a survey they posed to board chairs, executive directors, and board members of nonprofit organizations throughout Colorado. Their response rate to the surveys was 38%, 302 of 1,000. \n\n6.What empirical examples/cases/datasets/dataare used?\n\nReported survey results examine the comparison between founders and non-founders in how they exercise power and influence in nonprofit organizations. They test and confirm hypotheses through their own original data collection, and they through the use of descriptive statistics finding statistically significant relationships between certain characteristics and founder-led organizations. \n\n7.Any interesting tables or visuals? Please screenshot and add here.\n\nPages 357, 359, 361, 362\n\n8.How widely do the conclusions generalize, i.e. what might the limitations of the study? Scope conditions?\n\nThe data and research design of this paper is focused on nonprofit organizations within Colorado, though their findings are to be generalizable to the entire country (USA). Their empirical data is original, so in that sense it should carefully be deconstructed as additional research may likely be based on the use of statistics and data collection used in this study. My only critique in terms of the statistical aspect of this study was the lack of clarity surrounding the “other” as listed in a few of their tables presenting their research. Since the percentages of “other” are quite high, I think the researchers should have offered more clarity and analysis of what “other” consists of as it may present alternative influencing actors in nonprofit governance structures. \n\n9.Otherimportant or interesting details?\n\nNonfounder organizations tend to have higher budgets than founder nonprofits. \nBoard meeting attendance is much higher when the founder is in attendance. 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