Does goal ambiguity influence the program structure of nonprofit human service organizations?

This study presents an alternative to outcome management based on accountability by analyzing the ambiguity of nonprofit human service organizations’ program goals and program structures. A total of 761 programs were chosen from the 2010–2020 annual plans of P Rehabilitation Center for analysis. The program goals were analyzed according to quantitative accuracy and outcome attainability standards and the program structures were analyzed using the program theory model. Human service organizations need to have a logical program structure according to the program goal, and it is necessary to minimize logical errors in the program structure.

Critical Applications of Heterogeneity Theories to Power in Nonprofit Human Services Organizations

The field of nonprofit studies often assumes that efforts of actors in the nonprofit landscape are beneficial, especially when considering nonprofit human service organizations. However, there are both theoretical and empirical reasons for scholars to adopt a more critical lens when examining these organizations. Taking nonprofit human services organizations as a common setting, the article uses a critical lens to apply classic, “mainstream” theories of the role of heterogeneity in nonprofit sector formation and illuminate risks often neglected in nonprofit human services research. In this way, the article demonstrates that classic social science theories of heterogeneity already offer us the tools we need to critically question dominant assumptions about nonprofit human services provision and challenges the reader to consider why we so rarely use these well-known theoretical frameworks in a critical manner. The article concludes by inviting scholars to utilize additional critical theoretical perspectives in future studies of nonprofit human services.

Final Lines of Defense: Explaining Policy Advocacy by Immigrant-Serving Organizations

Nonprofit scholars have developed a rich literature on nonprofit advocacy. While the literature is rich, however, gaps remain in our collective knowledge, especially regarding specific sectors of nonprofit human service organizations. Here, we apply existing theory on advocacy by human service organizations to an important subset of the nonprofit community, that being immigrant-serving organizations (ISOs). Most prior research on nonprofit advocacy has not focused on politically polarized issues, such as contemporary immigration policy. Using a nationwide survey of ISOs, we find that unlike other types of human service organizations, the majority of ISOs do engage in at least some forms of policy advocacy. However, those that report using the H-election status on their Form 990s are significantly more likely to engage in advocacy and do so to a wide variety of policymakers, including legislators, chief executives, and even local law enforcement agencies. H-election groups are also more likely to perceive their advocacy activities as effective. These findings add to the evolving knowledge on when and how human service groups seek policy change for marginalized groups.

Are You Out There? Internet Presence of Nonprofit Human Service Organizations

Using a sample of nonprofit human service organizations in South Central New York, this article analyzes the nature and extent of their Internet presence by examining their adoption of various Internet-based tools as well as their activity and visibility on the Internet. Nearly all organizations had websites but few provided interactive features, beyond the opportunity to donate. Many organizations also used at least one form of social media, although level of adoption, activity, and visibility varied. High capacity organizations and those with members had higher levels of Internet presence while those reliant on program service fees and government funding had lower levels. In addition, our results suggest distinct aspects of Internet presence are related and organizations can increase their visibility on the Internet by being more active.

From Nonprofit Leader to Elected Official: Examining Political Ambition in the Nonprofit Sector

To what extent do leaders of nonprofit organizations run for elected office? We address this question through an exploratory study using survey data from a random sample of 184 leaders of nonprofit human service organizations in the United States. Drawing upon theories of political ambition, we explore the factors that may shape nascent political ambition (propensity to run) as well as expressive political ambition (running for office). We find that nonprofit leaders are no more likely to run for office than the average citizen, but interest in running is much more common. We identify several individual-level and professional socialization factors associated with political ambition. Our study makes an important theoretical contribution by outlining a model of political ambition for the nonprofit sector that can be tested in future studies, and makes an important practical contribution by highlighting ways that associations and nonprofit industry groups might convert nascent ambition into expressive ambition.