Thesis (M.A.)--Lancaster Bible College, Graduate School, 2001. / Includes bibliographical references (leaves 95-99).

Thesis (M.A.)--University of Missouri-Columbia, 2004. / Typescript. Includes bibliographical references (leaves 120-123). Also available on the Internet.

Thesis (M.S.M.)--Regis University, Denver, Colo., 2006. / Title from PDF title page (viewed on May 18, 2006). Includes bibliographical references.

Thesis (Ph. D.)--Texas State University-San Marcos, 2006. / Vita. Appendices: leaves 113-117. Includes bibliographical references (leaves 118-129).

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2006. / Includes bibliographical references.

Thesis (Ph. D.)--Texas State University-San Marcos, 2006. / Vita. Appendices: leaves 113-117. Includes bibliographical references (leaves 118-129).

Social capital is critical to the entities' disciplinary environment and the ability to produce high quality financial reports. Although prior literature on for-profit setting indicates that social capital impacts both governance (Ferris, et al., 2017) and financial reporting quality (Jha & Chen, 2015; Jha, 2019), this area has received less attention in non-profit literature. The purpose of this dissertation is to examine the impact of the social capital of a non-profit organization's (NPO) headquarter area (also known as community social capital) on the NPO governance and disclosure quality (i.e., the quality of Form 990). The study hypothesizes and finds that the community social capital of an NPO headquarter area has a positive impact on its governance. The positive relationship suggests that NPO social capital and governance play a complementary role, where managers in high social capital face strong disciplinary environment and enjoy strong social connections and professional reputations and thus have fewer incentives to resist the adoption of sound governance practices. Similarly, the study also hypothesizes and finds that the community social capital of an NPO headquarter area has a positive impact on its disclosure quality. This finding suggests that community social capital disciplines NPO self-interested managers' behavior to manipulate financial numbers in Form 990 disclosures. / Includes bibliography. / Dissertation (PhD)--Florida Atlantic University, 2021. / FAU Electronic Theses and Dissertations Collection

Indiana University-Purdue University Indianapolis (IUPUI) / Previous empirical studies of social media use by nonprofit organizations suggest that its dialogic potential has not yet been fully realized. Yet drawing from content analysis and surveys, these studies shed little light on the underlying motives and values that drive nonprofit social media practices, neither do they address to what extent these practices are effective on social media followers. To fill in the gaps of this existing research, I conducted two qualitative studies to explore the experiences of multiple stakeholders implicated in nonprofit social media use. First, I interviewed social media point persons (SMPPs)—nonprofit employees who self-identified as being primarily responsible for their organization’s social media planning and implementation—and found that SMPPs’ mindsets and social media tactics reflect dialogic principles, specifically those of mutuality, empathy, propinquity, risk and commitment. Second, I conducted focus groups with individuals who followed some of the SMPPs’ organizations on Facebook, and found that their followers want nonprofit organizations to take the lead building a community shaped by connection, dialogue and involvement. By comparing perspectives of SMPPs and their followers, I found that dialogic activities on social media can catalyze a culture of dialogue within a community, encouraging sharing, mutual support and connections. To facilitate the process, nonprofit professionals have taken on the role of a moderator that promotes dialogue centered around the community. Taken together, my research expands our current understanding about nonprofit organizations’ roles in public relations, and raises questions for future research about how nonprofit professionals balance the dialogic culture they work to cultivate on social media with other organizational priorities within an organizational or even sector-wide context.

No description available.

This dissertation analyzes the nonprofit sector using a framework developed by economists to analyze for-profit industries. Its central hypotheses are that nonprofit 'firms' are run by self-interested individuals and compete for donations in a 'market'. It develops a model that demonstrates that nonprofit contracts are not necessary to solve the principal-agent problem that stems from a good being financed by unconditional lump-sum donations. The effects of nonprofit contracts in the model are ambiguous and might very well be harmful. The model is tested using both field data from California and laboratory experiments. The tests broadly support the model.