By Herrington J. Bryce (auth.)
This booklet rigorously develops the viewpoint of nonprofit enterprises as social capital resources and brokers of public coverage inside a principal-agent framework. It exhibits the sensible in addition to managerial and advertising merits of such an process, one who may end up in critical questions about a number of the latest perspectives that each one nonprofits end result from industry or executive failure. Bryce presents a extra confident, cross-national and inclusive standpoint on those organisations that applies throughout all in their disciplines and in constructed or constructing international locations alike.
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Extra info for Players in the Public Policy Process: Nonprofits as Social Capital and Agents
Therefore, the paradigm encourages those responsible for the governance of the organization to be particularly concerned with questions such as: Are we keeping our promise to the public and, specifically, are we meeting their expectations—are we relevant to public need? This question may require the management to be proactive—anticipating and shaping public opinion through the marshalling and dissemination of information. The question of “in service of whom” is front and center to the purpose and mission of associations, because their members and members’ interests are the reasons for the creation of associations.
At least from this individual-to-individual perspective, Hardin argues, what is significant is not how much people trust government, but how much they distrust government—whether the majority feel that government will not act on their behalf. This argument seems to say that people may trust government without taking action, but that distrust stimulates action. Could it be that a lack of confidence in government leads to the formation of nonprofits in the same way that distrust of firms leads to the formation of nonprofits?
A payment of a dividend means that money leaves the purpose for which the donor gave it and enters the pockets of the dividend receivers, who in the market contract are the owners who have rights or claims over the net assets of the business. In addition, the donor does not make this decision—the managers do. In a nonprofit no dividends can be paid and all earnings must be used for the purpose intended. Moreover, the organization must honor the wish of the donor when it accepts the donation. Under these circumstances, the market contract fails and a nonprofit is indicated as a superior organizational form to meet objective number 1.
Players in the Public Policy Process: Nonprofits as Social Capital and Agents by Herrington J. Bryce (auth.)