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The Governance of Not-for-Profit Organizations$
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Edward L. Glaeser

Print publication date: 2003

Print ISBN-13: 9780226297859

Published to Chicago Scholarship Online: February 2013

DOI: 10.7208/chicago/9780226297866.001.0001

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PRINTED FROM CHICAGO SCHOLARSHIP ONLINE (www.chicago.universitypressscholarship.com). (c) Copyright University of Chicago Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in CHSO for personal use.date: 24 September 2021

Introduction

Introduction

Chapter:
(p.1) Introduction
Source:
The Governance of Not-for-Profit Organizations
Author(s):
Edward L. Glaeser
Publisher:
University of Chicago Press
DOI:10.7208/chicago/9780226297866.003.0001

This introductory chapter begins by with a simple model of the choices made by nonprofit organizations. It considers a model with four types of actors: a manager (meant to represent the CEO and the board), workers, donors, and customers. Each of these actors has different preferences about the nature of the organization's product. The model focuses on whose preferences come to dominate the firm's decision making. Does the firm ultimately hew toward the preferences of donors, customers, workers, or management? After presenting the model, the chapter discusses donor–worker–customer conflicts in four key nonprofit industries: academia (particularly the better-endowed universities), hospitals, art museums, and the Catholic Church. It argues that all four industries support the basic point of the model: weak incentives mean that workers come to greatly influence the practices of nonprofits. An overview of the subsequent chapters is also presented.

Keywords:   nonprofit organizations, choices, conflicts, academia, hospitals, art museums, Catholic Church

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