View the Resource By Michelle Shumate, Sophia Fu, Katherine R. Cooper, Jennifer Ihm Despite a body of scholarship that focuses on the characteristics of both within-sector and cross-sector partnerships for nonprofit organizations at the collaborative dyad or whole network level, we know little about the patterns of relationships that a focal organization maintains with other organizations at the meso-level. This research drew upon surveys from 520 nonprofit organizations and employed

View the Resource By Michelle Shumate, Katherine R. Cooper, Andrew Pilny, Macarena Pena-y-lillo The Nonprofit Capacity Instrument is a free, confidential assessment backed by science. Nonprofit leaders, foundations, and consultants can use the instrument with confidence. This online tool compares your survey responses to those of over 1000 nonprofits. The survey takes approximately 15 minutes to complete and based on your responses, a full report including your scores and the

View the Resource By Michelle Shumate, Katherine R. Cooper, Andrew Pilny, Macarena Pena-y-lillo Nonprofits are guided by internal efforts and external mandates to build capacity. However, scholars and grant makers are hampered by varied definitions of the concept, competing but untested models, and the lack of a reliable and valid measure. This research defines nonprofit capacity as the processes, practices, and people that the organization has at its disposal that

View the Resource By Sophia Fu, Michelle Shumate Research typically focuses on one medium. But in today’s digital media environment, people use and are influenced by their experience with multiple systems. Building on media ecology research, we introduce the notion of integrated media effects. We draw on resource dependence and homophily theories to analyze the mechanisms that connect media systems. To test the integrated media effects, we examine the relationships

View the Resource By Michelle Shumate, Liz Livingston Howard, Waikar Sachin “Driving Strategic Change at the Junior League (A)” describes a troubled organizational environment. Challenges included a dissatisfied membership, declining membership numbers, a large diversity among local leagues, and limited resources to meet the organization’s overall objectives. The case describes a “participatory roadmap” approach, drawing on the insights of comprehensive research, and highlights a strategic-change approach that focuses on participation

By NNSI Editorial Team Nonprofit mergers are often presented as a last-ditch attempt to save organizations that would otherwise be forced to close. A new study on nonprofit mergers instead explores the possibility of mergers as a nonprofit strategy to achieve the mission and increase outcomes.NNSI researchers Kate Cooper and Rey Maktoufi worked with Professor Don Haider of the Kellogg School of Management at Northwestern University to conduct the study.