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The Purpose (and Perils) of Government-Nonprofit Partnership

Nonprofit and voluntary sector quarterly, 2007-09, Vol.36 (3), p.389-415

2007

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The Limits and Possibilities of Volunteering: A Framework for Explaining the Scope of Volunteer Involvement in Public and Nonprofit Organizations

Public administration review, 2018-07, Vol.78 (4), p.502-513

2018

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Are You Being Served? Toward a Typology of Nonprofit Infrastructure Organizations and a Framework for Their Assessment

Journal of public and nonprofit affairs, 2018-04, Vol.4 (1), p.41-58

2018

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Participation in formal and informal volunteering: Implications for volunteer recruitment

Nonprofit management & leadership, 2012-12, Vol.23 (2), p.159-180

2012

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Structures, Challenges, and Successes of Volunteer Programs Co-managed by Nonprofit and Public Organizations

Nonprofit management & leadership, 2016-06, Vol.26 (4), p.453-470

2016

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Nonprofit Lobbying Strategy: Challenging or Championing the Conventional Wisdom?

Voluntas (Manchester, England), 2017-06, Vol.28 (3), p.935-957

2017

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Doing Good, Public Good, and Public Value: Why the Differences Matter

Nonprofit management & leadership, 2014-09, Vol.25 (1), p.23-40

2014

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A New Tool for New Times? Using Geographic Information Systems in Foundations and Other Nonprofit Organizations

The Foundation Review, 2018-12, Vol.10 (4), p.40-50

2018

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Work‐to‐Society Spillover?: Volunteering by Employees of Nonprofit Organizations

Nonprofit management & leadership, 2015-09, Vol.26 (1), p.105-119

2015

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Work-to-Society Spillover?

Nonprofit management & leadership, 2015-10, Vol.26 (1), p.105-119

2015

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The Sarbanes—Oxley Act: More Bark Than Bite for Nonprofits

Nonprofit and voluntary sector quarterly, 2010-04, Vol.39 (2), p.275-301

2010

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Unintended? The effects of adoption of the Sarbanes-Oxley Act on nonprofit organizations

Nonprofit management & leadership, 2012-03, Vol.22 (3), p.321-346

2012

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Linking Collaborative Capacity to Performance Measurement in Government—Nonprofit Partnerships

Nonprofit and voluntary sector quarterly, 2010-08, Vol.39 (4), p.653-673

2010

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Managing Expressive and Instrumental Accountabilities in Nonprofit and Voluntary Organizations: A Qualitative Investigation

Nonprofit and voluntary sector quarterly, 2010-08, Vol.39 (4), p.588-610

2010

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Street Credentials and Management Backgrounds: Careers of Nonprofit Executives in an Evolving Sector

Nonprofit and voluntary sector quarterly, 2010-08, Vol.39 (4), p.696-716

2010

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Testing the Implementation, Board Performance, and Organizational Effectiveness of the Policy Governance Model in Nonprofit Boards of Directors

Nonprofit and voluntary sector quarterly, 2003-12, Vol.32 (4), p.571-595

2003

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Exploring the Role of Funders’ Performance Reporting Mandates in Nonprofit Performance Measurement

Nonprofit and voluntary sector quarterly, 2010-08, Vol.39 (4), p.611-629

2010

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“The Other Side of the Coin”: What Do Business Schools Teach the Typical Business Undergraduate Student About the Nonprofit Sector? A Case Study From the Netherlands

Nonprofit and voluntary sector quarterly, 2007-12, Vol.36 (4_suppl), p.80S-97S

2007

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How Permeable is the Nonprofit Sector? Linking Resources, Demand, and Government Provision to the Distribution of Organizations Across Nonprofit Mission-Based Fields

Nonprofit and voluntary sector quarterly, 2010-08, Vol.39 (4), p.674-695

2010

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Putting the NP in PPP: The Role of Nonprofit Organizations in Public-Private Partnerships

Public performance & management review, 2012-06, Vol.35 (4), p.617-642

2012

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Are Private Government, the Nonprofit Sector, and Civil Society the Same Thing?

Nonprofit and voluntary sector quarterly, 2010-08, Vol.39 (4), p.717-733

2010

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Government Performance Reforms and Nonprofit Human Services: 20 Years in Oregon

Nonprofit and voluntary sector quarterly, 2010-08, Vol.39 (4), p.630-652

2010

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Do Intentional Efforts to Improve Boards Really Work? The Views of Nonprofit CEOs

Nonprofit management & leadership, 1998-07, Vol.8 (4), p.333-348

1998

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DIMENSIONS OF CONTRACTING FOR SERVICE DELIVERY BY AMERICAN STATE ADMINISTRATIVE AGENCIES: Exploring Linkages Between Intergovernmental Relations and Intersectoral Administration

Public performance & management review, 2005-09, Vol.29 (1), p.46-66

2005

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The Purpose (and Perils) of Government-Nonprofit Partnership

The Limits and Possibilities of Volunteering: A Framework for Explaining the Scope of Volunteer Involvement in Public and Nonprofit Organizations

Are You Being Served? Toward a Typology of Nonprofit Infrastructure Organizations and a Framework for Their Assessment

Participation in formal and informal volunteering: Implications for volunteer recruitment

Structures, Challenges, and Successes of Volunteer Programs Co-managed by Nonprofit and Public Organizations

Nonprofit Lobbying Strategy: Challenging or Championing the Conventional Wisdom?

Doing Good, Public Good, and Public Value: Why the Differences Matter

A New Tool for New Times? Using Geographic Information Systems in Foundations and Other Nonprofit Organizations

Work‐to‐Society Spillover?: Volunteering by Employees of Nonprofit Organizations

Work-to-Society Spillover?

The Sarbanes—Oxley Act: More Bark Than Bite for Nonprofits

Unintended? The effects of adoption of the Sarbanes-Oxley Act on nonprofit organizations

Linking Collaborative Capacity to Performance Measurement in Government—Nonprofit Partnerships

Managing Expressive and Instrumental Accountabilities in Nonprofit and Voluntary Organizations: A Qualitative Investigation

Street Credentials and Management Backgrounds: Careers of Nonprofit Executives in an Evolving Sector

Testing the Implementation, Board Performance, and Organizational Effectiveness of the Policy Governance Model in Nonprofit Boards of Directors

Exploring the Role of Funders’ Performance Reporting Mandates in Nonprofit Performance Measurement

“The Other Side of the Coin”: What Do Business Schools Teach the Typical Business Undergraduate Student About the Nonprofit Sector? A Case Study From the Netherlands

How Permeable is the Nonprofit Sector? Linking Resources, Demand, and Government Provision to the Distribution of Organizations Across Nonprofit Mission-Based Fields

Putting the NP in PPP: The Role of Nonprofit Organizations in Public-Private Partnerships

Are Private Government, the Nonprofit Sector, and Civil Society the Same Thing?

Government Performance Reforms and Nonprofit Human Services: 20 Years in Oregon

Do Intentional Efforts to Improve Boards Really Work? The Views of Nonprofit CEOs

DIMENSIONS OF CONTRACTING FOR SERVICE DELIVERY BY AMERICAN STATE ADMINISTRATIVE AGENCIES: Exploring Linkages Between Intergovernmental Relations and Intersectoral Administration

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