Sector Distinctiveness v. Cross-Sector Commonalities: Are There Qualitative Differences in Graduate Nonprofit Management Education Offered Through Public Service and Business Programs in the United Kingdom?

Previous research on nonprofit management education (NME) in the United Kingdom (UK) has raised the question of whether NME provided through public service departments will focus more on third sector distinctiveness, while NME provided through business schools will concentrate more on general, cross-sector management skills. We collect data on courses offered within UK graduate degree programs with an NME concentration and compare them using Mirabella’s (2007) taxonomy and find that there is more commonality than differences between graduate NME offered in both business and public service programs in the UK. However, statistically significant differences in the provision of courses as a proportion of total curriculum do exist for courses related to “advocacy, public policy, and community organizing,” “financial management,” and “social enterprise.”

Non-credit Nonprofit Management Education: Beyond Mapping and Towards Critical Qualitative Inquiry

Nonprofit management education (NME) has received attention from scholars and practitioners over the past thirty years. Much of the research on NME focuses on credit-based university courses, primarily reflecting a U.S. context. Left out of analyses are non-credit NME offerings. This article relocates to an English-speaking Canadian landscape where a substantial number of non-credit NME courses are found. Mapping methodologies, favoured to showcase the breadth of NME, cannot offer deeper insight into questions and critiques of non-credit NME curriculum and instruction. This article shows how syllabi review and critical qualitative inquiry can deepen knowledge of non-credit offerings. A new research agenda for non-credit NME is required to support nonprofit managers to achieve their social goals. RÉSUMÉDepuis une trentaine d’années, la formation en gestion des organismes sans but lucratif (OSBL) a retenu l’attention d’universitaires et de praticiens. Cependant, une grande partie de leurs recherches sur la gestion des OSBL se concentre sur des cours universitaires offrant des crédits, et reflète un contexte principalement américain. Les cours sans crédit sur la gestion des OSBL sont omis des analyses. Cet article se focalise sur un paysage canadien anglophone où l’on retrouve un nombre important de cours sans crédit sur la gestion des OSBL. Certaines méthodologies de schématisation, privilégiées pour mettre en valeur la portée de tels cours, sont inefficaces pour offrir un aperçu plus approfondi des questions et critiques concernant le curriculum et l’enseignement de cours sans crédit sur la gestion des OSBL. Cet article montre comment la revue de plans de cours et l’enquête qualitative critique peuvent en revanche servir à approfondir la connaissance de ces cours sans crédit. Ainsi, un nouveau programme de recherche pour les cours sans crédit sur la gestion des OSBL s’avère nécessaire pour aider les gestionnaires d’OSBL à atteindre leurs objectifs sociaux.

The Managerial Apprenticeship of FDR’s Budget Director: Harold D. Smith and the Michigan Municipal League, 1928–1937

Public administration history often notes the seminal role of Harold D. Smith, FDR’s budget director (1939–1945), in the professionalization of the field and his principles for public budgeting. He was a cofounder of the American Society for Public Administration (ASPA) and its second president (1940–1941). Smith came to Washington after a longer career in nonprofit management. This exploratory historical case study fills in a gap in the literature. Specifically, it examines his nonprofit management record at the Michigan Municipal League (1928–1937). He successfully grew the nonprofit in the teeth of the Great Depression. This success, among others, can be seen as providing two possible applications. First, his record suggests some commonalities between nonprofit management and public administration. Second, leading a nonprofit during the Great Depression may suggest applicable lessons for longer-term problems caused by COVID-19 regarding organizational management strategies during another severe economic contraction.

Recognizing the Plural Sector: Nonprofit Studies in a Business School Environment

The “best place” debate centers on which disciplinary setting is best for degree programs in nonprofit management education. We contribute to the discussion by reflecting on the constraints and opportunities intentionally identified in a developing program within an established business school. We ground our work in the nonprofit sector’s interdependence with the market and public sectors, and identify opportunities for reciprocity within a business school setting. Finally, we identify cultivating interdisciplinary relationships as a strategy to ameliorate tension between a competitive vs. collaborative “forced choice” approach.

Mapping the Field of Nonprofit Management and Philanthropic Studies in Canada: Cross-Country Comparison of Curricular Offerings

This paper provides the most comprehensive mapping to date of the current state of nonprofit management and philanthropic studies (NMPS) education programs in Canada. One of the more significant findings of this study is both the number and types of Canadian NMPS programs offered in the historically French-speaking province of Quebec, versus the predominantly English-speaking parts of the rest of Canada. We hypothesize that differences in the structure of civil society between English- and French-speaking parts of the country may have led to a differentiation in both the number and types of NMPS programs offered in the two regions. Canada is an apparent hybrid of the “welfare partnership” model found in many “continental European” countries, such as France, and the Anglo-Saxon model predominantly found in the United States, the United Kingdom, and some other members of the British Commonwealth. Given this hybridity, we compare the course offerings of French and English-speaking Canadian NMPS programs with those of other member countries of the Organisation for Economic Co-Operation and Development (OCED) employing Esping-Anderson’s regime types as a comparative framework. This comparison reveals no strong correlations between these regime types and the nature of their NMPS curricular offerings. We follow this analysis with a more comprehensive comparison of American and Canadian NMPS education and offer a brief historical overview of the latter. We found significant differences in the NMPS education between these two countries, both qualitative and quantitative. Most significantly, a much larger proportion of Canadian post-secondary education institutions have programs that include at least some NMPS curricula, whereas there is a much larger proportion of programs in American institutions with NMPS as their primary focus. We then conclude by suggesting two potential paths of development lie ahead for Canadian NMPS programs: one follows the current status quo, dispersing programs among many programs and actors, the other sees the establishment of more centres specializing in NMPS education in a few select institutions, and also possible consolidation in programs for which it is a more peripheral concern.