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Increasingly, nonprofits and corporations publicly communicate about their partnerships. Guided by information integration theory, this paper examines how information about a nonprofit's partnership with a corporation influences individuals' intention to donate and volunteer. This research used a two-study experimental design. Study 1 (N = 966) examined how explanations for the partnership and partnership evaluation influenced the two outcomes. Study 2 (N = 970) further examined whether specific information about partnerships, including type, duration, and communication source, was integrated with existing knowledge to influence the outcomes. Partnership evaluation consistently impacted stakeholder's intention to support nonprofits, and it mediated the effect of partnership explanations on the intention to volunteer. Furthermore, partnership type significantly influences the two outcomes while duration and source of communication had no impact. (124 words). [ABSTRACT FROM AUTHOR]

One of the most cited benefits of corporate-nonprofit partnerships is their ability to create associational value for each partner. This value, however, is contingent upon stakeholder evaluations of the partnership. To examine the associational value assigned to partnerships by stakeholders, this study is grounded in the Symbiotic Sustainability Model (SSM). The study investigates how stakeholders' evaluation of the partnerships affects the mobilization of economic and social capital for corporations and nonprofits. Drawing from experimental data collected from 966 women aged 25 to 64 who were randomly assigned to a pretest and posttest of 2 × 4 factorial design, this research finds that corporate-nonprofit partnerships do not bring equal benefits to the organizations. Positively evaluated partnerships result in a greater intention of nonprofit support; however, they do not generate buffering effects for corporations. Implications on how to further develop Symbiotic Sustainability Model and corporate social responsibility research are provided. [ABSTRACT FROM AUTHOR]

Previous studies predominantly regarded nonprofit interorganizational collaboration as an infiltrative strategy for resource exchange and conforming behavior to institutional norms. However, research on nonprofit boards suggests that board members might become effective vehicles for finding prospective partners and enhancing collaborative capacity, which might ultimately lead to more nonprofit collaboration. Extending the scholarship of the influence of board members' networks mostly on corporate collaboration and the emphasis of board members' normative roles, this paper conducts an empirical study on the influence of board members' networks and functional norms on nonprofit collaboration. Drawing on online survey data from 776 nonprofit organizations, this paper examines whether board networks and functional norms are positively related to three types of nonprofit collaboration: within-sector nonprofit collaboration, nonprofit-business collaboration, and nonprofit-government collaboration. The results suggest that board members' number of organizational affiliations and their fulfillment of functional norms positively influence the likelihood of, the number of, and different degrees of nonprofit collaboration in varied ways. Specifically, board networks were predictors of all types of nonprofit collaboration, above and beyond financial factors or the type of organization. The results point to the significance of considering board members' roles in collaboration and provide a novel perspective in nonprofit collaboration research. [ABSTRACT FROM AUTHOR]

Efforts to build capacity are ubiquitous in the nonprofit sector. However, scholarly and grant maker efforts are hampered by varied definitions of the concept, competing but untested models, and the lack of a reliable and valid measure. We define nonprofit capacity as the processes, practices, and people that the organization has at its disposal that enable it to produce, perform, or deploy resources to achieve its mission. Then using an inductive-confirmatory two-study approach, it introduces and validates the Nonprofit Capacities Instrument, a 49-item reliable measure of 8 dimensions of nonprofit capacity derived from existing measures. The dimensions are (1) financial management, (2) adaptive capacity, (3) strategic planning, (4) external communication, (5) board leadership, (6) operational capacity, (7) mission orientation, and (8) staff management. Intriguingly, this research demonstrates that nonprofit capacity is not a singular or second-order concept. Instead, nonprofit capacities are related to one another in varied ways. [ABSTRACT FROM AUTHOR]

Interorganizational networks within organizational fields are important structures for both internal stakeholders, who must navigate them as part of their organizational roles, and external stakeholders, who navigate them for the purposes of resource exchange. This research develops and tests a conceptual model that explains some of the differences in the ways that these two groups perceive organizational field-nets. Drawing on surveys/interviews with 200 external stakeholders and 63 internal stakeholders of the agricultural development field in Burkina Faso, this research demonstrates that stakeholders perceive organizational fields differently. In particular, these results demonstrate that internal stakeholders perceive more organizations in the field, more competitive and collaborative ties among those organizations, and more competitive ties per organization than external stakeholders. From these results, we draw implications for social network, stakeholder theory, and organizational fields' research. [ABSTRACT FROM AUTHOR]