Theses on Nonprofit Organizational Effectiveness

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dc.contributor.authorHerman, R. D., & Renz, D. O.
dc.date.accessioned2019-02-04T17:15:39Z
dc.date.available2019-02-04T17:15:39Z
dc.date.issued1999
dc.description.abstractThis article draws from the general literature on organizational effectiveness and the specialized literature on nonprofit organizational effectiveness to advance six theses about the effectiveness of public benefit charitable nonprofit organizations (NPOs). (a) Nonprofit organizational effectiveness is always a matter of comparison. (b) Nonprofit organizational effectiveness is multidimensional and will never be reducible to a single measure. (c) Boards of directors make a difference in the effectiveness of NPOs, but how they do this is not clear. (d) More effective NPOs are more likely to use correct management practices. (e) Nonprofit organizational effectiveness is a social construction. (f) Program outcome indicators as measures of NPO effectiveness are limited and can be dangerous. The article concludes by considering three possible futures for NPO effectiveness research.en_US
dc.identifier.citationHerman, R. D., & Renz, D. O. (1999). Theses on nonprofit organizational effectiveness. Nonprofit and voluntary sector Quarterly, 28(2), 107-126.en_US
dc.identifier.urihttps://journals.sagepub.com/doi/pdf/10.1177/0899764099282001
dc.identifier.urihttp://hdl.handle.net/11212/4213
dc.language.isoen_USen_US
dc.publisherNonprofit and Voluntary Sector Quarterlyen_US
dc.subjectnon-profiten_US
dc.subjectnonprofiten_US
dc.subjectorganizational effectivenessen_US
dc.subjectNPOen_US
dc.titleTheses on Nonprofit Organizational Effectivenessen_US
dc.typeArticleen_US

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