Community Foundation Strategy: Doing Good and the Moderating Effects of Fear, Tradition, and Serendipity
Publication Date
2014
Description
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.
Journal
Nonprofit and Voluntary Sector Quarterly
Volume
43
Issue
5
First Page
832
Last Page
849
Department
Managing for Sustainability
Link to Published Version
DOI
10.1177/0899764013486195
Recommended Citation
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 (2014) : 832-849.