605.full - Nonprofit and Voluntary Sector Quarterly...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
http://nvs.sagepub.com/ Quarterly Nonprofit and Voluntary Sector http://nvs.sagepub.com/content/35/4/605 The online version of this article can be found at: DOI: 10.1177/0899764006289769 2006 35: 605 Nonprofit and Voluntary Sector Quarterly Elizabeth A. Graddy and Donald L. Morgan Community Foundations, Organizational Strategy, and Public Policy Published by: http://www.sagepublications.com On behalf of: Association for Research on Nonprofit Organizations and Voluntary Action can be found at: Nonprofit and Voluntary Sector Quarterly Additional services and information for http://nvs.sagepub.com/cgi/alerts Email Alerts: http://nvs.sagepub.com/subscriptions Subscriptions: http://www.sagepub.com/journalsReprints.nav Reprints: http://www.sagepub.com/journalsPermissions.nav Permissions: http://nvs.sagepub.com/content/35/4/605.refs.html Citations: at La Trobe University on April 20, 2011 nvs.sagepub.com Downloaded from
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
605 Nonprofit and Voluntary Sector Quarterly, vol. 35, no. 4, December 2006 605-630 DOI: 10.1177/0899764006289769 © 2006 Association for Research on Nonprofit Organizations and Voluntary Action Community Foundations, Organizational Strategy, and Public Policy Elizabeth A. Graddy Donald L. Morgan University of Southern California This empirical study of the strategic direction of California community foundations explores how this choice is affected by organizational and community characteristics and by external forces. The authors develop a model of the determinants of organiza- tional strategy in community foundations and analyze it based on interviews and on data collected on community foundations and their communities. They then consider the implications for public policy. Strategic choice was found to be affected by organi- zation age, community stability, the professionalization of the field, and the growth in national competitors. They also consider the implications of these results for recent changes in local governance. Community foundations that have been established for some time and those located in communities that are stable are the ones that appear best positioned to enhance the problem-solving capacity of communities. Keywords: philanthropy; community foundations; organizational strategy; local governance During the past decade, expectations about an expanded role for private philanthropy in the solution of social problems have increased (see, e.g., Goss, 2001; Hall, 1999; O’Connell, 1996). Much of these expectations are cen- tered on the ability of philanthropic organizations to enhance the capacity of local communities to solve the complex and challenging problems they face. This community-level focus suggests that community foundations, with their relatively unique attention to place and working relationships with leaders from multiple sectors, can potentially play a pivotal role. However, little is known about their capacity to play this role, when they choose to assume it, or the determinants that will influence their success.
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 27

605.full - Nonprofit and Voluntary Sector Quarterly...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online