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Although considerable research has developed exploring effective management of nonprofit boards of directors, there is limited understanding of the motivations of nonprofit board members to serve on boards. Using a sample of nearly 700 nonprofit board members, this study examines antecedent conditions and dimensions of public service motivation (PSM) as they apply to nonprofit board members and the differences in levels of PSM between board members who have worked primarily in the nonprofit, public, or private sectors. Board members with primary employment in the public sector show the highest levels of PSM. This study illustrates that nonprofit board members who work in the private sector exhibit fewer values associated with public service motivation. Other variables that predict public service motivation among board members include gender, level of education, and formal volunteering activity, among several others. [ABSTRACT FROM AUTHOR]

This study examines partnerships between the military and local communities by exploring communication channels of the U.S. military and civilian agencies that provide services to transitioning military members. This article reports on a study conducted in 2013 in the Hampton Roads, Virginia area, designed to determine the degree to which the military enters into partnerships with civilian service providers. We find that navy agencies in Hampton Roads do work with community partners, but the military is more directive than one might imagine in a true partnership, leading to “uneasy” partnerships. Additionally, there are important structural and organizational barriers that prevent true partnerships from developing between navy agencies and the community providers. [ABSTRACT FROM AUTHOR]

As the paradigm shift from command-and-control statutes to collaborative partnerships increases, public administrators, policy makers, and watershed stakeholders will become more dependent on collaborative partnerships to solve complex environmental problems. This article explores watershed management partnerships and suggests a new typology of collaboration built on the variable of governance. The typology categorizes three types of watershed partnerships as interagency governance, cross-sector governance, and grassroots governance. Understanding the strengths and weaknesses of watershed partnerships through the lens of governance structure will enhance public administrator and policy makers’ abilities to provide the best approach for addressing a particular watershed goal. [ABSTRACT FROM AUTHOR]