What’s the (Data-Use) Impact of Collective Impact on Nonprofits?
By: Anne-Marie Boyer We live in a society obsessed with numbers. In this day and age of big data, no longer are conversations around metrics and quantification limited to Silicon Valley or Wall Street. The social impact sector is also expected to legitimize and improve its efforts through strategies that involve iterative evaluation and assessment. Demands for smarter reporting and transparency from funders and community stakeholders alike can exacerbate these
Is Collective Impact Just Another Management Fad?
Prof. Rob van Tulder of the Partnership Resource Center at the Rotterdam School of Management asked this question during the typically questions and answer session following my presentation at the Cross-Sector Social Interactions conference at the Copenhagen Business School. It’s a loaded question, with proponents of collective impact publishing reports like this one (https://orsimpact.com/blog/When-Collective-Impact-Has-Impact-A-Cross-Site-Study-of-25-Collective-Impact-Initiatives.htm) and articles in Stanford Social innovation Review (https://ssir.org/articles/entry/collective_impact) and detractors publishing critiques in Nonprofit Quarterly (https://nonprofitquarterly.org/2016/04/28/voices-from-the-field-10-places-where-collective-impact-gets-it-wrong/).
Does Cross-Sector Collaboration Lead to Higher Nonprofit Capacity?
View the Resource By Michelle Shumate, Sophia Fu, Katherine R. Cooper Cross-sector social partnership (CSSP) case-based theory and research have long argued that nonprofits that engage in more integrative and enduring cross-sector partnerships should increase their organizational capacity. By increasing their capacity, nonprofits increase their ability to contribute to systemic change. The current research investigates this claim in a large-scale empirical research study. In particular, this study examines whether nonprofits
NNSI Research Report: Catalyzing Organizational Innovation in the Nonprofit Sector
Innovation has become a buzzword for nonprofit organizations seeking to obtain funding, improve service delivery, and enhance performance. In this research, we asked one question: how can nonprofit organizations be more innovative? To answer this question, we conducted surveys among a random sample of 2,000 nonprofit organizations with a revenue above $250,000 in the United States from April to August 2017. In total, 306 organizations returned surveys and 293 surveys
NNSI Research Report: The Nonprofit Capacities Instrument
By: Katherine Cooper In recent years, funders and consultants have emphasized building nonprofit capacity – that is, the processes, practices, and people that a nonprofit has at its disposal that enables it to produce, perform, or deploy resources to achieve its mission. Many organizations have developed their own tools for assessing capacity; however, despite having a variety of available options, nonprofit leaders struggle to measure capacity. This is in part
Nonprofit Merger Study Released: Implications for Nonprofit Management
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