Suchergebnisse

This article recognizes that institutional survival alone is an important, but ultimately insufficient, goal for public and non-profit organizations. Instead, the article approaches organizational sustainability as a two-level concept that includes both institutional survival, as a baseline for sustainability, and intergenerational or longer term sustainability, understood as the ability of public institutions to persist and fulfill their purpose in the long run. The article is based on the findings of research conducted on a variety of public and non-profit cultural organizations, including museums, music and performing arts, and literature. However, the case of museums is used to illustrate two narratives of intergenerational sustainability: institutional resilience and institutional distinctiveness. The article notes that these narratives co-exist, although at times they contradict each other. It is the task of museum managers to reconcile the tensions embedded in these narratives via sustainable management practices. The broader implication of the study is that truly long-term sustainability, which secures the rights of future generations, requires sustainable stewardship today, and organizational sustainability should be viewed not as an outcome but rather as a process and an ethic.

This study presents a broad understanding of sustainability-sustainability as intergenerational equity, or fairness in relation to future generations. It seeks to fill the theoretical gap in the sustainability literature, in particular the preoccupation of that literature with short-term sustainability strategies, and its lack of both theoretical and empirical inquiries concerning intergenerational sustainability. The study looks at the experiences of particular art organizations (art museums, literature, and music and performing arts) with the purpose of exploring the determinants of institutional resilience and management strategies that enhance the long-term sustainability of organizations. I seek to challenge the widespread theoretical and empirical orientation in the culture-based development literature that looks at arts organizations as sites for sustainable development, and thus assigns them purely instrumental and temporal value. Interviews with art managers and experts from eighteen arts organizations across the United States, examinations of organizational practices and strategic documents, historic analysis, and other forms of field research all suggest that there is a special kind of institutional rationality that, over time, translates into what I call institutional capital for sustainability. I also find that institutional arrangements are important predictors of a choice of sustainability strategies, however, sustainable thinking and sustainable acting by managers of art organizations matter more for long-term sustainability than particular institutional structures. The study identifies particular managerial roles associated with sustainable decision-making. I find that through their day-to-day choices managers of art institutions almost inadvertently pursue an ethic of sustainability, vouching safe the interests of future generations.

The article analyzes contested reasoning and public values conflict in the state takeover of municipalities via emergency managers (EM) to address fiscal crisis. We investigate the following questions: (1) which public values are associated with the EM intervention strategies?; (2) is there a competition among those values? A content analysis of nearly 500 official documents in four Michigan municipalities reveals that EM interventions reflect a strive for fiscal accountability and legality at the expense of democratic values. This study contributes to the growing body of research on public values, and it advances our understanding of decision-making processes under stress.

AbstractThis article argues that current democracy promotion strategies relying on rights‐claiming advocacy NGOs are falling short of their democratization goals, as authoritarian regimes are closing the space through restrictions on the NGOs that attempt to carry them out. In response, we suggest a reexamination of earlier approaches to involving civil society in democratization efforts by shifting the focus back on service‐providing civil society organizations that have largely become side‐lined in democracy‐building agendas. Specifically, service providers tend to be more capable of functioning "under the radar" thus contributing to democracy in both direct and indirect ways, and thus escaping closing space restrictions. The key concerns about their independence from the state, as well as under what conditions the state may be less successful in coopting the independent service‐providers, however, remain unresolved and warrant future research.

This article investigates the relationship between several elements of organizational strategy and arts and culture nonprofits perceived contributions to community sustainability. We ask the following research question: What are the drivers of arts and culture nonprofits' engagement in community sustainability? Drawing on data collected from a survey of 175 nonprofits in the state of Michigan, this article reports the findings about arts and culture organizations perceived engagement in community sustainability and factors that may foster or inhibit such engagement. The study advances our understanding of the role that nonprofit organizations play in fostering local sustainable development, and it also informs broader scholarly discourse on the role of arts and culture organizations in a society.

Overview of the nonprofit sector in Eastern Europe, Russia, and Central Asia / David Horton Smith, Alisa V. Moldavanova, and Svitlana Krasynska -- (De)structuring of civil society : the political process in Ukraine and Belarus / Yulia Bidenko -- What do we choose : freedom to associate or freedom to remain apart? Lithuania / Ruta Ziliukaite -- Society in Moldova : an overview of the current state and future prospects / Bohdan Tardea and Viktor Chobanu -- Russian professional and business associations : sleeping beauties, guardians of stability, or facilitators of societal development? / Ekaterina Ivanova -- Bridging business and nonprofit organizations interests via a culture of social responsibility : the case of Georgia / Shorena Sadzaglishvli and Mariam Kartvelishvili -- The participation of social partners and nongovernmental organizations in development planning : the case of Latvia / Evija Klave -- Estonian NPOs at the crossroads of professionalization and grassroots activism / Mikko Lagerspetz -- Society and the power elites after the Euromaidan in Ukraine : competition, cooperation, and fusion / Mikhail Minakov -- The role of Kyrgyzstan's nonprofit sector in policymaking : between contentious and formal engagement / Medet Tiulegenov -- Movement in Armenia in the context of new global challenges : prospects and obstacles for the consolidation of NGOs / Vladimir Osipov -- The power of Lithuanian civil society and its boundaries / Dainius Genys -- The potential of waqfs in poverty alleviation in Azerbaijan / Fuad Aliyev -- The mediating role of the Aksakal institution in local conflicts in Kyrgyzstan / Azamat Temirkulov -- Management of volunteers in Russia: explaining the youth motivation / Tamara Nezhina, Kseniya Petukhova, Natalia Chechetkina, and Ilziya Mindarova -- Lessons learned and larger intellectual contexts / David Horton Smith, Alisa V. Moldavanova, and Svitlana Krasynska

The Nonprofit Sector in Eastern Europe, Russia, and Central Asia (EERCA), edited by David Horton Smith, Alisa V. Moldavanova, and Svitlana Krasynska, uniquely provides a research overview of the nonprofit sector and nonprofit organizations in eleven former Soviet republics, with each central chapter written by local experts. Such chapters, with our editorial introductions, present up-to-date versions of works previously published in EERCA native languages. With a Foreword by Susan Rose-Ackerman (Yale University), introductory and concluding chapters also explain the editors' theoretical approach, setting the whole volume in several, relevant, larger intellectual contexts, and summarize briefly the gist of the book. The many post-Soviet countries show much variety in their current situation, ranging from democratic to totalitarian regimes

Drawing on perspectives from several academic traditions, we argue that sustainability is best understood as intergenerational social equity. When viewed thusly, it is possible to determine what socially responsible organizations look like in practice. After reviewing historic claims and evidence of sustainability, we turn to modern applications of institutionally based sustainability. We then describe sustainability in the framework of an intergenerational social equity model, claiming that the legacies of social and cultural institutions are evidence of sustainability in action. We conclude with a discussion of what it means for an organization to be socially responsible given our understanding of sustainability.