This Article Full Text (PDF) All Versions of this Article: 0275074007309153v1 38/3/307    most recent References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Google Scholar Articles by McIntyre Hall, L. Articles by Kennedy, S. S. Social Bookmarking                   What's this?

Public and Nonprofit Management and the "New Governance"

Indiana University South Bend, LHall{at}iusb.edu

Sheila Suess Kennedy

Indiana University-Purdue University at Indianapolis

Many public functions originally performed primarily by state actors now routinely rest not with the responsible government agencies but with a host of nongovernmental, third-party surrogates or proxies. There has also been an increase in partnerships and collaboration between nonprofits, corporations, and governments, necessitating new skills and competencies for public and nonprofit leaders alike. The authors summarize the literature on these issues and identify important areas of agreement. They then report the results of a research project intended to help public and nonprofit managers identify characteristics of nonprofit organizations that are most likely to signal the existence of an effective and accountable organization.

Key Words: nonprofit organization • collaboration • organizational characteristics

CiteULike    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?