Judith L Millesen
Biographic Data
| ID | 6367572 |
|---|---|
| NAME | Judith L Millesen |
| GIVEN NAMES | Judith L |
| FAMILY NAME | Millesen |
| SIGNATURE | MILLESEN J L |
| AFFILIATIONS | Ohio University, Athens |
| VERIFIED | No |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 16 |
| WORKS AS AUTHOR | 4 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2007 |
| LATEST PUBLICATION YEAR | 2021 |
| H-INDEX | 2 |
Transforming power with Pose
The disproportionate numbers of LGBTQ youth experiencing homelessness presents moral and ethical dilemmas, carries high emotional and social costs for those without safe, adequate housing, and impacts society at-large. This paper argues that rather than traditional, power-over responses that perpetuate oppression, ostracization, and feelings of powerlessness experienced by young people at multiple intersections of marginalization, public service …
Understanding Collective Impact in a Rural Funding Collaborative
This article documents the history and work of the Appalachian Ohio Funders Group, a ninemember regional grantmaking collaborative committed to strategically enhancing the region’s assets through leadership, networking, financial and in-kind investments, leveraged resources, and collaboration. The work of the collaborative is positioned within the broader context of recent publications examining funder collaboratives, networks, and collective imp…
Achieving Communitywide Impact by Changing the Local Culture
With place-based initiatives foundations generally seek to engage a broad set of local stakeholders in developing high-payoff strategies and to build their capacity. However more fundamental changes may be needed to bring about the ambitious impacts that foundations have in mind. This article explores the idea of changing community culture as a means of achieving large-scale impacts. In trying to shift a community’s culture, a foundation is inher…
Nonprofit Board Role Ambiguity
This study investigates the degree to which nonprofit board volunteers understand their role and performance expectations in the organizations they govern. Using data collected from chief executives and board members, the authors first compare board member self-reports of role ambiguity with chief executive assessments of how well board members understand their roles. They then examine the antecedents and consequences of board role ambiguity, fin…
Nonprofit Board Role Ambiguity
This study investigates the degree to which nonprofit board volunteers understand their role and performance expectations in the organizations they govern. Using data collected from chief executives and board members, the authors first compare board member self-reports of role ambiguity with chief executive assessments of how well board members understand their roles. They then examine the antecedents and consequences of board role ambiguity, fin…
Achieving Communitywide Impact by Changing the Local Culture
With place-based initiatives foundations generally seek to engage a broad set of local stakeholders in developing high-payoff strategies and to build their capacity. However more fundamental changes may be needed to bring about the ambitious impacts that foundations have in mind. This article explores the idea of changing community culture as a means of achieving large-scale impacts. In trying to shift a community’s culture, a foundation is inher…
Transforming power with Pose
The disproportionate numbers of LGBTQ youth experiencing homelessness presents moral and ethical dilemmas, carries high emotional and social costs for those without safe, adequate housing, and impacts society at-large. This paper argues that rather than traditional, power-over responses that perpetuate oppression, ostracization, and feelings of powerlessness experienced by young people at multiple intersections of marginalization, public service …
Nonprofit Board Role Ambiguity
This study investigates the degree to which nonprofit board volunteers understand their role and performance expectations in the organizations they govern. Using data collected from chief executives and board members, the authors first compare board member self-reports of role ambiguity with chief executive assessments of how well board members understand their roles. They then examine the antecedents and consequences of board role ambiguity, fin…
Understanding Collective Impact in a Rural Funding Collaborative
This article documents the history and work of the Appalachian Ohio Funders Group, a ninemember regional grantmaking collaborative committed to strategically enhancing the region’s assets through leadership, networking, financial and in-kind investments, leveraged resources, and collaboration. The work of the collaborative is positioned within the broader context of recent publications examining funder collaboratives, networks, and collective imp…
Achieving Communitywide Impact by Changing the Local Culture
With place-based initiatives foundations generally seek to engage a broad set of local stakeholders in developing high-payoff strategies and to build their capacity. However more fundamental changes may be needed to bring about the ambitious impacts that foundations have in mind. This article explores the idea of changing community culture as a means of achieving large-scale impacts. In trying to shift a community’s culture, a foundation is inher…
Transforming power with Pose
The disproportionate numbers of LGBTQ youth experiencing homelessness presents moral and ethical dilemmas, carries high emotional and social costs for those without safe, adequate housing, and impacts society at-large. This paper argues that rather than traditional, power-over responses that perpetuate oppression, ostracization, and feelings of powerlessness experienced by young people at multiple intersections of marginalization, public service …
Political science (4 works) · Public relations (4 works) · Business (2 works) · Community Development and Social Impact (2 works) · Computer Science (2 works) · Engineering (2 works) · Geography (2 works) · Psychology (2 works) · Service-Learning and Community Engagement (2 works) · Sociology (2 works)