Negotiating Accountability: Managerial Lessons from Identity-Based Nonprofit Organizations
Negotiating Accountability: Managerial Lessons from Identity-Based Nonprofit Organizations
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谈判问责制：来自基于身份的非营利组织的管理经验教训
DOI：
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发表时间：
2002
期刊：
影响因子：
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通讯作者：
J. O'Sullivan
中科院分区：
文献类型：
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作者：
S. Ospina;W. Diaz;J. O'Sullivan
本文探讨了非营利性组织中正在兴起的问责概念。这一定义扩大了对财务、内部控制和监管合规的传统担忧。作者探讨了4个基于身份的非营利组织(IBNP)的高层管理人员如何面对问责和响应挑战，以完成他们的使命。组织-社区联系是其问责环境中的核心关系，帮助IBNP管理人员实现文献中所说的“协商问责”。管理人员倾向于在他们每天经历的问责要求中维持这种关系的组织机制。与主要支持者的沟通往往会推动组织的优先事项和计划，帮助管理人员找到与其他利益相关者的合法谈判工具，并帮助发展更广泛的问责概念。作者讨论了这些发现对其他非营利组织的影响，并提出了一些问题，以进一步澄清广义问责、协商问责以及非营利组织问责和响应性之间的联系的概念。
This article explores the emerging conceptualization of accountability in nonprofit organizations. This definition broadens traditional concerns with finances, internal controls, and regulatory compliance. The authors explore how the top-level managers of 4 identitybased nonprofit organizations (IBNPs) faced accountability and responsiveness challenges to accomplish their mission. The organization-community link was the core relationship in their accountability environment, helping the IBNP managers achieve what the literature calls “negotiated accountability.” The managers favored organizational mechanisms to sustain this relationship in the midst of the accountability demands they experienced daily. Communication with the primary constituency tended to drive the organization’s priorities and programs, helped managers find legitimate negotiation tools with other stakeholders, and helped develop a broader notion of accountability. The authors discuss the implications of these findings for other nonprofit organizations and propose questions to further clarify the concepts of broad accountability, negotiated accountability, and the link between accountability and responsiveness in nonprofits.