Coping by nonprofit organizations during the Reagan years.

IF 3.2 3区管理学 Q2 MANAGEMENT Nonprofit Management & Leadership Pub Date : 1992-01-01 DOI:10.1002/nml.4130020405

S F Liebschutz

引用次数: 53

Abstract

Contrary to expectations that a divested federal role would lead to the demise of nonprofit agencies, the relationship between nonprofit and government sectors in New York at the end of the 1980s was stronger than ever. This article presents longitudinal data for six nonprofit agencies in Rochester, New York, to demonstrate "management by groping along" during the Reagan years, behavior that resulted in increased reliance on state and local governments for funds and programs and in different ways of doing business.

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里根执政时期非营利组织的应对方式。

与被剥夺联邦职能将导致非营利机构消亡的预期相反，在20世纪80年代末，纽约非营利机构和政府部门之间的关系比以往任何时候都要紧密。本文展示了纽约州罗切斯特市6家非营利机构的纵向数据，以证明里根执政时期的“摸索式管理”，这种行为导致越来越依赖州和地方政府的资金和项目，并以不同的方式开展业务。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Nonprofit Management & Leadership Multiple-

CiteScore

4.50

自引率

21.40%

发文量

期刊介绍： Nonprofit Management and Leadership (NML) publishes the field''s best conceptual advances in understanding management, leadership, or governance of private nonprofit organizations. Each issue of NML offers readers the authoritative insights of top scholars on the common concerns of nonprofit managers, leaders, and boards in all private nonprofit settings, including social services, the arts, education, foundations, community development, religion, and member associations. The journal publishes full research monographs up to 10,000 words, and research notes up to 5,500 words. All research methods and approaches are welcome, so long as authors can articulate substantial advances in knowledge relevant to the field and implications for practice.