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This article looks at efficiency as it relates to nonprofit activities. I argue that average return‐on‐investment measures are inadequate for nonprofit organizations, and that nonprofits should seek instead to measure marginal returns to investments in nonprogram areas, such as administration and fundraising. Using a national sample of approximately two hundred fifty thousand nonprofits from 2002, I find that some types of organizations spend their nonprogram funds efficiently, while other types do not. These findings have implications for nonprofit management.

"Managing Nonprofit Organizations offers a comprehensive treatment of the key topics in nonprofit management for practitioners, professors, and students in both graduate and undergraduate courses. This groundbreaking volume serves as both text and handbook and includes supplemental online materials and additional cases. The authors Tschirhart and Bielefeld (two of the top scholars in nonprofit management) bring theory and practice together in a cohesive way so readers are both informed and interested"--

Working for nonprofit organizations offers the chance to build a successful career while making the world a better place or extending a helping hand to those in need. Nonprofit groups have become widespread in recent years, and many of them employ the same types of workers who can be found at for-profit companies. But the ins and outs of the nonprofit world can be very different, especially since many nonprofit groups rely on donations and government grants to keep them operating. Nonprofit Organizations is essential reading for anyone who wants to establish a career in this field. Featuring b

AbstractReputation is a valuable intangible resource whose role in public–nonprofit collaborations remains unexplored. Does nonprofit reputation influence government funding and nonprofit performance? Does nonprofit performance enhance nonprofit reputational gains? Our identification strategy adopts panel regression methods to assess whether nonprofit reputation influences government funding and nonprofit performance in 675 collaborations between the Brazilian Ministry of Health (MoH) and 60 nonprofit hospitals from 2012 to 2019. Our results indicate that reputable nonprofit hospitals receive more government funding, hire more staff and achieve higher levels of production. This research also suggests a virtuous cycle: Better nonprofit performance leads to nonprofit reputational gains in official rankings. We thus contribute to reputation and public–nonprofit collaboration scholarship by empirically examining the role of nonprofit reputation in public–nonprofit collaborations and identifying mediators of the nonprofit reputation–performance link while responding to calls for more panel data analyses.

AbstractExtraordinary nonprofit‐sector expansion has produced organizations with complex missions and operations, and the managers responsible for their effectiveness require adequate preparation. Although no single degree program stands out as the clear preference of nonprofit executives, we propose that certain organizational characteristics are associated with the preference for specific degrees.

A top business leader shares the business principles he used to launch both a top company and a thriving nonprofitNonprofit leaders know that solving pervasive social problems requires passion and creativity as well as tangible results. The Non Nonprofit shares the same business principles that drive the world's best companies, showing how they can (and should) be applied to the realm of nonprofits. Steve Rothschild personally crossed sectors when he left corporate America to found Twin Cities RISE!, a highly successful poverty reduction program. His honest story, and success and missteps, cre.