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Governmental Influences on Organizational Capacity: The Case of Child Welfare Nonprofits

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  • Murphy Haley

    (Department of Political Science, Oklahoma State University, Stillwater, OK, United Kingdom of Great Britain and Northern Ireland)

  • Robichau Robbie Waters

    (Institute for Public & Nonprofit Studies, Georgia Southern University, PO Box 8048, Statesboro, GA 30460, United Kingdom of Great Britain and Northern Ireland)

Abstract

When government agencies interact with nonprofit organizations they have various effects on the organization’s capacity. But, it is unclear how a particular agency’s environment-both internal (i. e. organizational culture) and external (i. e. resource dependency)-determines whether government’s influence on that agency will be positive or negative. Using data from a survey of child welfare nonprofits, this paper examines to what extent a nonprofit’s relationship with government improves or hinders their capacity. Evidence suggests that the nonprofit’s organizational culture, dependency on government funds, and relational contracting has a significant impact on the perception that governmental interaction has made capacity better or worse. Contrary to expectations, there are improvements in management activities as government funding and contracts increases.

Suggested Citation

  • Murphy Haley & Robichau Robbie Waters, 2016. "Governmental Influences on Organizational Capacity: The Case of Child Welfare Nonprofits," Nonprofit Policy Forum, De Gruyter, vol. 7(3), pages 339-367, September.
    • Handle: RePEc:bpj:nonpfo:v:7:y:2016:i:3:p:339-367:n:5
    DOI: 10.1515/npf-2015-0040
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    References listed on IDEAS

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