Public & Nonprofit Orgs

Permeable borders: How understanding conflict in research teams can enhance understanding conflict in work teams

Permeable borders: How understanding conflict in research teams can enhance understanding conflict in work teams
2016. In Dejun, Tony Kong & Donald R. Forsyth (eds.) Leading Through Organizational Conflict: Into the Fray. Palgrave-MacMillan.

Foldy, E. G. & Buckley, T. R.
05/31/2016

Notes for the Implementation of Strategic Human Talent in Colombia within a Model of Deliberative Public Administration

Notes for the Implementation of Strategic Human Talent in Colombia within a Model of Deliberative Public Administration
In Pedro Pablo Sanabria Pulido (ed.) From Recommendation to Action: How to Start a Model of Strategic Management of Human Talent in the Colombian Public Sector. Bogota: Ediciones UniAndes (in Spanish).

S. Ospina
05/31/2016

Civil Society Capacity for Public Action: Lessons for Leadership Development in Social Change Organizations. (Capacidad de la Sociedad Civil para la Acción Pública Local: Lecciones sobre el desarrollo de Liderazgos en Organizaciones para el Cambio Social)

Civil Society Capacity for Public Action: Lessons for Leadership Development in Social Change Organizations. (Capacidad de la Sociedad Civil para la Acción Pública Local: Lecciones sobre el desarrollo de Liderazgos en Organizaciones para el Cambio Social)
Ospina Bozzi, S. 2015. In CLAD (ed) 20 Años de Congresos del CLAD: Aportes a la Reforma del Estado y la Administración Pública en Iberoamérica. 2015. Caracas: CLAD/AECID. Pp. 155-168. (In Spanish)

Ospina Bozzi, S.
02/04/2016

Voices and Experiences: The Management of Human Talent from the Inside Out in Colombian Public Organizations (Voces y Vivencias: La Gestión del Talento Humano Vista desde Adentro de las Organizaciones Públicas Colombianas)

Voices and Experiences: The Management of Human Talent from the Inside Out in Colombian Public Organizations (Voces y Vivencias: La Gestión del Talento Humano Vista desde Adentro de las Organizaciones Públicas Colombianas)
In Pedro Pablo Sanabria Pulido (ed.) Strategic Management of Human Talent in the Public Sector: State of the Art, Diagnosis, and Recommendations for the Colombian Case. Bogota: Ediciones UniAndes, pp. 119-145 (in Spanish).

Ospina Bozzi, S. and A. Hofmann-Pinilla
02/04/2016

A Deficit Model of Collaborative Governance: Government-Nonprofit Fiscal Relations in the Provision of Child Welfare Services

A Deficit Model of Collaborative Governance: Government-Nonprofit Fiscal Relations in the Provision of Child Welfare Services
Journal of Public Administration Research and Theory, 25(4): 1031-1058.

Nicole Marwell and Thad Calabrese
12/01/2015

Much existing scholarship on nonprofit organizations’ receipt of government funds appears to assume that there is something highly problematic about this relationship. Although rarely articulated in these studies, the concern about the negative effects of government funding turns on a view of nonprofits that privileges their private character. In this paper, rather than examining how public funds constrain private action, we inquire about how government deploys private organizations, via the mechanism of government funding, to secure a public good.  Using a case study of the nonprofit child welfare sector in New York State, we theorize a deficit model of collaborative governance in which nonprofits have been deputized by the state to secure children’s social rights but do not receive sufficient resources to cover the costs of securing those rights. Then, we connect this theory to organization-level financial management practices that pose challenges to the nonprofits of both survival and service quality. This nonprofit organizational instability concerns the state insofar as it threatens the securing of individuals’ social rights.

Nonprofits as “Schools of Democracy”: A Comparative Case Study of Two Environmental Organizations

Nonprofits as “Schools of Democracy”: A Comparative Case Study of Two Environmental Organizations
2016. Published online before print May 4, 2015, doi: 10.1177/0899764015584063. Nonprofit and Voluntary Sector Quarterly, June 2016 45(3): 478-499.

Dodge, J. and S. M. Ospina
10/26/2015

This article presents a comparative case study of two nonprofit organizations that do community organizing in the environmental field and asks how do nonprofits school citizens in democracy? Although the literature suggests the importance of social capital, a practice approach surfaces important political dimensions that have not been sufficiently explored. We find that distinct organizational practices create contexts for participants to exercise specific ways of being and doing—called “subject positions”—vis-à-vis the state and their political community. These practices support member participation by serving to construct “citizens”—rather than customers or clients—who develop skills in critical thinking and who exercise agency in the organization and the policy field they seek to influence. These practices represent key mechanisms for schooling citizens in democracy in these nonprofit organizations and link participation in the organization with broader political participation. We discuss implications for theory and practice.

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