Indiana University-Purdue University Indianapolis (IUPUI) / The collapse of communism and the fall of the Soviet Union offered an unprecedented opportunity for the international community to support transitions to democracy in a region that had long known only totalitarian rule. Among the key players engaged in supporting efforts were U.S. grantmaking institutions, including both non-state and quasi-state aid providers. This thesis explores the motivations and evolving strategies of three different types of grantmaking institutions in a single country, Russia, with a particular focus on democracy aid provision from 1988-2002. The three types of grantmaking organizations examined through case studies include: the Ford Foundation, a private foundation with a history of international grantmaking spanning several decades; the Charles Stewart Mott Foundation, a private foundation known primarily for its domestic focus with a much shorter history of international grantmaking; and, finally, the National Endowment for Democracy, a U.S. government-created and heavily taxpayer-funded organization established as a private nonprofit organization to make grants specifically for democracy promotion. Motivating factors for initiating or expanding grantmaking in Russia in the late 1980s included a previous history of grantmaking in the region, a previously established institutional commitment to democracy promotion, international peace and security concerns, and interest from a top institutional leader. Over the course of the fourteen year period studied, five grantmaking features are identified as influencing the development of grantmaking strategies: professional grantmaking staff; organizational habit; global political, social, and economic environments; market and other funding source influences; and physical presence. Though subject to constraints, the non-state and quasi-state grantmaking institutions included in this study were able to avoid weaknesses identified with private philanthropy in other research and demonstrated a willingness to experiment and take risks, an ability to operate at the non-governmental level, and a commitment to long-term grantmaking, informed by expertise.

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.

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