Organizational Response to Changing Demands
Predicting Behavior in Donor Networks
Bibliographic Data
| ID | 7361483 |
|---|---|
| Authors | Khaldoun Abouassi (0000-0003-3427-9882, American University), Mary Tschirhart (The Ohio State University) |
| Year | 2017 |
| Volume | 78 |
| Issue | 1 |
| Pages | 126-136 |
| Publication date | 2017-06-13 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/puar.12786 |
| OpenAlex | W2626237526 |
| Language | EN |
| Citations received | 8 |
| References cited | 44 |
The integration of resource dependence theory and a network perspective results in a parsimonious “strategic response model” for the organizational responses of exit, voice, loyalty, and adjustment. Four cases illustrate the model's application to nonprofit organizations by focusing on relations with a government aid agency that switched funding priorities. The model helps explain why networks of recipients of funding may change over time and predicts organizational responses to changing demands from resource providers
Agency (philosophy · Business · Economics · Government (linguistics · Knowledge management · Loyalty · Microeconomics · Organizational change · Perspective (graphical · Political science · Public relations · Resource (disambiguation · Resource dependence theory · Sociology · Computer Science · Marketing · Nonprofit Sector and Volunteering · Public Policy and Administration Research · Social Capital and Networks
A recipe for success? The importance of perceptions of goal agreement in cross‐sector collaboration
Network Effects Research
Email Based Institutional Network Analysis
Whatever it Takes”
The Added Value of Civil Society Organizations in the Provision of Welfare State Services
Behavioral Charity
From self to voluntary behaviour in Iranian humanitarian NGOs
Understanding Motivations of Mega‐Gift Donors to Higher Education
Organizations and organization theory
Social network analysis
Hands in the Pockets of Mercurial Donors
Determinants of Interorganizational Relationships
Resource Dependence Theory
Chapter 2 Resource dependence theory
Institutionalization, Privatization, and Political Opportunity
NGOs and Organizational Change
Social Structure and Alliance Formation Patterns
Understanding Collaboration Among Nonprofit Organizations
Social Network Analysis
The External Control of Organizations
Organizational Characteristics and Funding Environments
The Use of Network Analysis to Strengthen Community Partnerships
Why Do Nonprofit Performing Arts Organizations Offer Free Public Access
Leadership and Evidence‐Based Performance
Embedded Government Control and Nonprofit Revenue Growth
Understanding the Implications of Government Ties for Nonprofit Operations and Functions
Agents or Stewards
Collaboration and Professionalization
Modes of Network Governance
Exit, voice and loyalty
Lessons from Resource Dependence Theory for Contemporary Public and Nonprofit Management
Qualitative Data Analysis
Presidential Address
The Iron Cage Revisited
Resource Allocations in United Funds
Positions in Networks
Network Data and Measurement
The Strength of Weak Ties
| Unique citing works | 8 |
|---|---|
| Citations per year | 1,14 |
| Citation span | 2019 - 2026 (8) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 8 |