Community Foundation Strategy: Doing Good and the Moderating Effects of Fear, Tradition, and Serendipity
Nonprofit and Voluntary Sector Quarterly
This research provides detailed descriptive information about decision-making behaviors and processes of community foundation boards. Our study responds to Graddy and Morgan's (2006) call for research that examines how community foundation leadership (board and staff) affects strategic direction. We provide an understanding of how community foundation boards interpret organizational and environmental realities while balancing what has been described in the literature as "competing" mission-related objectives among donors, recipients, and the community. We find decision making to be influenced by three powerful forces; fear, tradition, and serendipity.
Millesen, Judith L. and Martin, Eric C.. "Community Foundation Strategy: Doing Good and the Moderating Effects of Fear, Tradition, and Serendipity." Nonprofit and Voluntary Sector Quarterly 43, no. 5 (2014) : 832-849.
This document is currently not available here.