Community Foundation Strategy: Doing Good and the Moderating Effects of Fear, Tradition, and Serendipity

被引：24

作者：

Millesen, Judith L. ^{[1
]}

Martin, Eric C. ^{[2
]}

机构：

[1] Ohio Univ, Voinovich Sch Leadership & Publ Affairs, Athens, OH 45701 USA

[2] Bucknell Univ, Managing Sustainabil Program, Sch Management, Lewisburg, PA 17837 USA

来源：

NONPROFIT AND VOLUNTARY SECTOR QUARTERLY | 2014年 / 43卷 / 05期

关键词：

governance; boards; community foundations;

D O I：

10.1177/0899764013486195

中图分类号：

D58 [社会生活与社会问题]; C913 [社会生活与社会问题];

学科分类号：

摘要：

This research provides detailed descriptive information about decision-making behaviors and processes of community foundation boards. Our study responds to Graddy and Morgan's (2006) call for research that examines how community foundation leadership (board and staff) affects strategic direction. We provide an understanding of how community foundation boards interpret organizational and environmental realities while balancing what has been described in the literature as "competing" mission-related objectives among donors, recipients, and the community. We find decision making to be influenced by three powerful forces; fear, tradition, and serendipity.

引用

页码：832 / 849

页数：18