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The purpose of this study was to determine the criteria used by foundation directors in assessing the effectiveness of contribution programs in company sponsored foundations. Quinn and Rohrbaugh's Competing Values Approach of organizational effectiveness was used as the theoretical framework for the study. The Competing Values Approach is an integrative effectiveness model which clusters eight criteria of effectiveness into four theoretical models of organizational effectiveness.

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The problem of this study was the relative value and importance of perceived benefits of active foundations of public community colleges. The purposes were to identify a list of benefits; determine the importance of these benefits as perceived by presidents and foundation executive directors; assess the degree to which the level of importance of the benefits was affected by college or foundation demographics or foundation executive director characteristics; and to determine if presidents and foundation executive directors differ in their perceptions of the importance of the benefits. Survey instruments were mailed to presidents and foundation executive directors of colleges determined to have active foundations. Both instruments contained seven categories listing potential benefits to the community colleges of an active foundation. The foundation executive directors' instruments also requested college and foundation demographic data. Respondents were asked to rate the benefits according to their level of importance. Analysis of variance tests were performed to determine whether the categories of benefits were affected by any of the demographic data, when a level of significance emerged, a Scheffe' test was performed to determine the source of significance. Major findings were that the most important single benefit to the community colleges of active foundations is the provision of student scholarships. The "Public Relations/Political Influence" role of the active foundation is the most important category of benefits. The more fund-raising activities held and the greater the amount of contributions, the more positively community college administrators felt about the role of their active foundations in terms of external relations. Highly experienced foundation executive directors were more positive about the importance of the public relations role of their active foundations than were their inexperienced counterparts. The major conclusion of this study was that community colleges benefit from having active foundations, both monetarily and through the role of the foundation in enhancing the college's image.

The purpose of this study was to determine the degree to which public universities are providing subsidies to tax-exempt, non-profit, legally distinct corporations which serve as university-affiliated foundations. Specifically, this investigation sought to determine (a) the percentage of universities providing subsidies, (b) the types of subsidies provided, (c) the dollar value of subsidies provided by the universities, and (d) whether statistically significant differences exist among the categories of the value of the foundations' endowed funds, university size, and the amounts of foundation unrestricted and restricted expenditures with respect to the presence, type, and dollar ranges of subsidies provided by universities to their affiliated foundations. A survey instrument was developed for purposes of gathering data for this study. The accessible population surveyed consisted of all four-year public universities and colleges with an enrollment exceeding 2,500 full-time students which were members of the National Association of College and University Auditors. Of the selected sample size of 125, a total of 83 usable responses were received, resulting in a completion rate of 66 percent. Based on the results of the study, the following information was obtained: (a) 94 percent of the universities provided at least one type of subsidy to their foundations; (b) 73 percent of the universities provided staff and 80 percent of the universities provided office space to their foundation; (c) 50 percent of the universities provided subsidies of $50,000 or more, 33 percent provided $100,000 or more, and 20 percent provided $250,000 or more to their foundation; and (d) foundations that received the lowest subsidies (zero) had the highest means for endowment values, student enrollments, and expenditures. / Graduation date: 1990

Indiana University-Purdue University Indianapolis (IUPUI) / This dissertation argues that the Edison Institute (presently known as The Henry Ford in Dearborn, Michigan) survived internal and external challenges through the evolution of the Ford family’s leadership and the organization’s funding strategy. Following Henry Ford’s death, the museum complex relied upon the Ford Foundation and the Ford Motor Company Fund as its sole means of philanthropic support. These foundations granted the Edison Institute a significant endowment, which it used to sustain its facilities in conjunction with its inaugural fundraising program. Navigating a changing legal, corporate, and philanthropic landscape in Detroit and around the world, the Ford family perpetuated Henry Ford’s legacy at the Edison Institute with the valuable guidance of executives and staff of their corporation, foundation, and philanthropies. Together they transitioned the Edison Institute into a sustainable and public nonprofit organization by overcoming threats related to the deaths of two generations of the Ford family, changes in the Edison Institute’s administration and organizational structure, the reorganization of the Ford Foundation, the effects of the Tax Reform Act of 1969, and legal complications due to overlap between the Fords’ corporate and philanthropic interests. The Ford family provided integral leadership for the development and evolution of the Edison Institute’s funding strategy and its relationship to their other corporate and philanthropic enterprises. The Institute’s management and funding can be best understood within the context of philanthropic developments of the Ford family during this period, including the formation of the Ford Foundation’s funding and concurrent activity.   This dissertation focuses on the research question of how the Edison Institute survived the Ford family’s evolving philanthropic strategy to seek a sustainable funding and management structure. The work examines its central research question over multiple chapters organized around the Ford family’s changing leadership at the Edison Institute, the increase of professionalized managers, and the Ford’s use of their corporation and philanthropies to provide integral support to the Edison Institute. In order to sustain the Edison Institute throughout the twentieth century, it adapted its operations to accommodate Henry Ford’s founding legacy, its legal environment, and the evolving practice of philanthropy in the United States.