Gregory D. Saxton and Chao Guo
With the near ubiquity of the organizational website, organizations’ online stakeholder relationships have dramatically increased in prevalence, complexity, and financial and strategic importance. To help advance our understanding of these relationships, we introduce and test the multi-dimensional concept of Web based stakeholder communication using original data on US community foundations. After presenting the conceptual foundations of Web-based stakeholder communication, we develop operational measures of its key dimensions, namely stakeholder targeting and the balance of organizations’ online stakeholder portfolios. We then explore the outcomes of Web-based stakeholder communication by testing for its relationship to subsequent levels of charitable contributions. We end with an in-depth discussion of the most important implications for organizational theory and practice.
Communication & Science Journal, Forthcoming (2012)
Laura R. Peck, Ida D’Attoma, Furio Camillo, Chao Guo
We are grateful to the agencies that fund the Panel Study of Income Dynamics, Atlantic Philanthropies for funding the collection of data in the first four waves of the Center on Philanthropy Panel Study (COPPS), and the Bill and Melinda Gates Foundation for funding the 2007 and 2009 data collection of the Center Panel as well as the dissemination of the 2005 data. We appreciate the research assistance of Andrea Mayo at Arizona State University (ASU) and Will Huguenin at Abt Associates Inc. We also acknowledge participants in the Arizona State University School of Public Affairs Research Colloquium, in the ASU Center for Population Dynamics Colloquium, participants at our Fall 2011 panel at the Research Conference of the American Evaluation Association, and in Abt Associates’ Journal Author Support Group for their useful input.
Policy Studies Journal 40, no. 4 (2012): 601-625
Guo focuses on two research traditions that illuminate the relationship between governance and democracy, in the hope of shedding some new light into understanding the democratic deficit within the sector and its possible remedy. Because, as Guo concludes, “if the sector as a whole does not recognize that there is a tremendous unrealized potential for nonprofit governance to contribute to democracy, it could cost the sector quite dearly over time.”
The Nonprofit Sector 19, No. 4 (2012): 26-31
Chao Guo, J. Xu, D.H. Smith and Zhibin Zhang
It is easy to forget and let lie fallow the great democratic potential of nonprofits in the United States. We have listened for years to U.S. nonprofit leaders bemoan while overstating the limits that are placed on advocacy potential, using it as an excuse not to work with their communities to ensure that public policy meets community need. But have we lost perspective on what the value of freedoms exercised regularly really are? This article has been on our minds for a while as we tracked the development of civil society in China and the regulatory/political environment in which it has functioned. We urge every U.S. nonprofit leader to read this, because it is not only enormously interesting but also provides a vivid sense of what we need to protect and use.
The Nonprofit Quarterly 19, No. 3, (2012): 20-27
Zhibin Zhang and Chao Guo
To what extent do Chinese nonprofit organisations, through advocacy activities, engage citizens in influencing public policies and contribute to the development of a participatory policy process in China? Based on data collected through a mail survey of 203 registered nonprofit organisations, this study examines the advocacy activities of Chinese nonprofits and their contributions to a responsive government. We find that the intensity of advocacy activities by Chinese nonprofits is relatively low and varies by organizational type, by degree of professionalisation, and by dependence on government funding. We find no association between advocacy intensity and the extent to which Chinese nonprofits engage citizens at the organisational level prior to their advocacy efforts. The ineffective marshalling and integration of citizens’ interests within Chinese nonprofit organisations might be attributable to the corporatist structure of the institutional and resource environments in which Chinese nonprofit organisations operate.
Australian Journal of Public Administration 71, no. 2 (2012): 221-232
Muhittin Acar, Chao Guo and Kaifeng Yang
This paper contributes to the understanding of accountability in collaborative governance by presenting views of practitioners from partnerships formed between K-12 public schools and private and nonprofit organizations in the United States. It focuses on two questions: what do partnership practitioners see the partnerships as being accountable for? And to whom do they see the partnerships as being accountable? The findings suggest that partnership participants reveal more of client-based and results-oriented views of accountability. They are more directly concerned about professional accountability and accountability to the partners. A concentric-circles model is then developed to illustrate the accountability relationships in partnerships.
Public Organization Review 12, no. 2 (2012): 157-174