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Nonprofit Organizational Effectiveness: Contrasts Between Especially Effective and Less Effective Organizations
Author(s) -
Herman Robert D.,
Renz David O.
Publication year - 1998
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.9102
Subject(s) - business , stakeholder , sample (material) , prestige , organizational effectiveness , public relations , marketing , knowledge management , process management , computer science , political science , linguistics , chemistry , philosophy , chromatography
How do key stakeholders of nonprofit organizations (NPOs) judge the effectiveness of their organization? Are the judgments of stakeholders similar, and how are board effectiveness and the use of practitioner‐identified correct management procedures related to judgments of effectiveness? This study focuses on a subset of especially effective and less effective NPOs from a larger sample and finds that the especially effective have more effective boards (as judged by various stakeholder groups), have boards with higher social prestige, use more practitioner‐identified correct management procedures, and use more change management strategies. Practical implications discussed include adopting more correct management procedures and change management strategies.