Competing contexts: The evolution of a nonprofit organization's governance system in multiple environments

Melissa Middleton Stone

    Research output: Contribution to journalArticlepeer-review

    42 Scopus citations

    Abstract

    Using a historical case study, this article presents an analysis of the evolution of a nonprofit organization and its governance structure as it was transformed from a grassroots and advocacy agency into a multimillion dollar contractor with the state. The case illustrates how board functions, composition, and board management relations significantly changed in response to an environment increasingly organized around government's contracting out for services. The article argues that these changes can be understood as responses to contradictory logics embedded in the nonprofit's environment whereby competing beliefs and ideologies eventually led to the creation of two distinct but loosely coupled organizations.

    Original languageEnglish (US)
    Pages (from-to)61-89
    Number of pages29
    JournalAdministration and Society
    Volume28
    Issue number1
    DOIs
    StatePublished - May 1996

    Fingerprint Dive into the research topics of 'Competing contexts: The evolution of a nonprofit organization's governance system in multiple environments'. Together they form a unique fingerprint.

    Cite this