Governmental Influences on Organizational Capacity: The Case of Child Welfare Nonprofits

Murphy Haley and Robichau Robbie Waters ()
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Murphy Haley: Department of Political Science, Oklahoma State University, Stillwater, OK, United Kingdom of Great Britain and Northern Ireland
Robichau Robbie Waters: Institute for Public & Nonprofit Studies, Georgia Southern University, PO Box 8048, Statesboro, GA 30460, United Kingdom of Great Britain and Northern Ireland

Nonprofit Policy Forum, 2016, vol. 7, issue 3, 339-367

Abstract: When government agencies interact with nonprofit organizations they have various effects on the organization’s capacity. But, it is unclear how a particular agency’s environment-both internal (i. e. organizational culture) and external (i. e. resource dependency)-determines whether government’s influence on that agency will be positive or negative. Using data from a survey of child welfare nonprofits, this paper examines to what extent a nonprofit’s relationship with government improves or hinders their capacity. Evidence suggests that the nonprofit’s organizational culture, dependency on government funds, and relational contracting has a significant impact on the perception that governmental interaction has made capacity better or worse. Contrary to expectations, there are improvements in management activities as government funding and contracts increases.

Keywords: contracting; collaboration; child welfare; organizational capacity (search for similar items in EconPapers)
Date: 2016
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DOI: 10.1515/npf-2015-0040

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