Routledge Companion to Nonprofit Management

<p>Over the past three decades or so, the nonprofit, voluntary, or third sector has undergone a major transformation from a small cottage industry to a major economic force in virtually every part of the developed world as well as elsewhere around the globe. Nonprofit organizations are now major providers of public services working in close cooperation with governments at all levels and increasingly find themselves in competition with commercial firms across various social marketplaces. This transformation has come with ever-increasing demands for enhancing the organizational capacities and professionalizing the management of nonprofit institutions. <i>The Routledge Companion to Nonprofit Management </i>is the first internationally focused effort to capture the full breadth of current nonprofit management research and knowledge that has arisen in response to these developments.</p><p>With newly commissioned contributions from an international set of scholars at the forefront of nonprofit management research, this volume provides a thorough overview of the most current management thinking in this field. It contextualizes nonprofit management globally, provides an extensive introduction to key management functions, core revenue sources and the emerging social enterprise space, and raises a number of emerging topics and issues that will shape nonprofit management in future decades. As graduate programs continue to evolve to serve the training needs in the field, <i>The Routledge Companion to Nonprofit Management </i>is an essential reference and resource for graduate students, researchers, and practitioners interested in a deeper understanding of the operation of the nonprofit sector.</p> <ol> <li>Nonprofit management: Introduction and overview</li> <i> </i><p>Stefan Toepler and Helmut K. Anheier </p> <b> </b><p>PART I: MANAGEMENT CONTEXT</p> <i> </i> <p> </p> <li>A changing management context: The US, UK, Canada and Australia</li> <i> </i><p>Susan D. Phillips</p> <p> </p> <li>Nonprofit management context: Continental Europe and Scandinavia</li> <i> </i><p>Georg von Schnurbein and Alice Hengevoss</p> <p> </p> <li>Nonprofit management context: Central and Eastern Europe</li> <i> </i><p>Peter Vandor, Clara Moder, and Michaela Neumayr</p> <p> </p> <li>Nonprofit management context: Russia and the FSU</li> <i> </i><p>Lev Jakobson, Irina Mersianova, and Natalya Ivanova</p> <p> </p> <li>Nonprofit management in Asia</li> <i> </i><p>Tamaki Onishi and Naoto Yamauchi</p> <p> </p> <li>Nonprofit management context: The Middle East and North Africa</li> <i> </i><p>Omar Bortolazzi</p> <p> </p> <li>Nonprofit management context: Africa</li> <i> </i><p>Jacob Mwathi Mati</p> <p> </p> <li>The Latin American context: The challenge of managing advocacy and impact inclusion</li> <i> </i><p>Urs Jäger, Felipe Symmes, and Roberto Gutiérrez</p> <b> </b><p>PART II: LEADING AND PLANNING</p> <i> </i> <p> </p> <li>Composition of nonprofit boards: Summary of factors that account for who governs nonprofits</li> <i> </i><p>William A. Brown</p> <p> </p> <li>Leadership</li> <i> </i><p>Ruth Simsa</p> <p> </p> <li>Beyond codes: Values, virtues, and nonprofit ethics</li> <i> </i><p>Ki Joo Choi and Roseanne Mirabella</p> <p> </p> <li>Strategic management</li> <i> </i><p>Michael Meyer</p> <b> </b><p>PART III: MANAGING INTERNALLY</p> <i> </i> <p> </p> <li>Evaluation and performance measurement</li> <i> </i><p>Lehn M. Benjamin and David A. Campbell</p> <p> </p> <li>Budgeting and financial management: A multi-year budgeting approach</li> <i> </i><p>Marcus Lam and Bob Beatty</p> <p> </p> <li>The essential nature of internal controls</li> <i> </i><p>Nathan J. Grasse and Daniel Gordon Neely</p> <p> </p> <li>Information and communications technology management</li> <i> </i><p>John McNutt</p> <p> </p> <li>Nonprofit human resource management</li> <i> </i><p>Allison R. Russell, Marlene Walk, and Femida Handy</p> <p> </p> <li>Volunteer management and the psychological contract</li> <i> </i><p>Mark A. Hager and Kathy T. Renfro</p> <p> </p> <li>Co-production</li> <i> </i><p>Taco Brandsen, Trui Steen, and Bram Verschuere</p> <p> </p> <li>Association and membership management</li> <i> </i><p>Mary Tschirhart</p> <b> </b><p>PART IV: MANAGING EXTERNALLY</p> <p> </p> <li>Collaborations and networks</li> <i> </i><p>David Suárez and Hokyu Hwang</p> <p> </p> <li>Advocacy and lobbying</li> <i> </i><p>Jennifer E. Mosley, Tadeo Weiner-Davis, and Theresa Anasti</p> <p> </p> <li>Nonprofits and political participation</li> <i> </i><p>Kelly LeRoux and Mary K. Feeney</p> <p> </p> <li>Nonprofit marketing and branding</li> <i> </i><p>Jane Hudson</p> <p> </p> <li>Relationship fundraising 2.0: Lessons from social psychology</li> <i> </i><p>Adrian Sargeant and Ian MacQuillin</p> <b> </b><p>PART V: FUNDING SOURCES</p> <i> </i> <p> </p> <li>Individual giving and philanthropy</li> <i> </i><p>Beth Breeze</p> <p> </p> <li>The nonprofit sector’s ‘rich relations’? Foundations and their grantmaking activities</li> <i> </i><p>Tobias Jung </p> <p> </p> <li>Corporate philanthropy</li> <i> </i><p>Lonneke Roza and Lucas C.P.M. Meijs</p> <b> </b> <p> </p> <li>Government funding</li> <i> </i><p>Michaela Neumayr and Astrid Pennerstorfer</p> <b> </b> <p>PART VI: THE SOCIAL ENTERPRISE SPACE </p> <p> </p> <li>Social enterprise</li> <i> </i><p>Janelle A. Kerlin</p> <p> </p> <li>Social innovation: What it is, why it matters and how it can be studied</li> <i> </i><p>Gorgi Krlev and Georg Mildenberger</p> <b> </b> <p> </p> <li>Social finance for nonprofits: Impact investing, social impact bonds, and crowdfunding</li> <i> </i><p>Jun Han, Wendy Chen, and Stefan Toepler</p> <b> </b> <p> </p> <li>Hybridity: Origins and effects</li> <i> </i><p>Gorgi Krlev and Helmut K. Anheier</p> <b> </b> <p> </p> <li>New legal forms for hybrid organizations</li> </ol><p>Alan J. Abramson and Kara C. Billings</p>