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When Missions, Markets, and Politics Collide: Values and Strategy in the Nonprofit Human Services
2 references·16 citing·49 second hop
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this work references cited by second hop

References

  • 1980The Role of Nonprofit Enterprise2,553 cited
  • 1993Performance, Accountability, and Purchase of Service Contracting37 cited

Cited by

  • 2007When Government Becomes the Principal Philanthropist: The Effects of Public Funding on Patterns of Nonprofit Governance222 cited
  • 2009Institutionalization, Privatization, and Political Opportunity: What Tactical Choices Reveal About the Policy Advocacy of Human Service Nonprofits191 cited
  • 2013Better Safe Than Sorry178 cited
  • 2011Preserving the Publicness of the Nonprofit Sector174 cited
  • 2004Exploring Strategy and Board Structure in Nonprofit Organizations160 cited
  • 2001The U.S. Nonprofit Human Service Sector: A Creeping Revolution152 cited
  • 2010Institutional and Noninstitutional Influences on Information and Communication Technology Adoption and Use Among Nonprofit Organizations142 cited
  • 2003Balancing Margin and Mission138 cited
  • 2005The Civil Society Sector135 cited
  • 2013Collaboration Between Nonprofit and Business Sectors: A Framework to Guide Strategy Development for Nonprofit Organizations120 cited
  • 2002Locational Decisions of Charter Schools: Probing the Market Metaphor98 cited
  • 2011The whole is more than the sum of its parts? How HRM is configured in nonprofit organizations and why it matters

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69 cited
  • 2017Do Mission Statements Matter for Nonprofit Performance?68 cited
  • 2017HUMAN RESOURCE MANAGEMENT PRACTICES AND EMPLOYEE JOB SATISFACTION IN NONPROFIT ORGANIZATIONS47 cited
  • 2014Valuing Organizational Values: Assessing the Uniqueness of Nonprofit Values42 cited
  • 2013Missing in Action: Strategic Human Resource Management in German Nonprofits40 cited