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by Burton A. Weisbrod
Download To Profit or Not to Profit: The Commercial Transformation of the Nonprofit Sector fb2
Management & Leadership
  • Author:
    Burton A. Weisbrod
  • ISBN:
    0521785065
  • ISBN13:
    978-0521785068
  • Genre:
  • Publisher:
    Cambridge University Press; Revised edition (May 1, 2000)
  • Pages:
    356 pages
  • Subcategory:
    Management & Leadership
  • Language:
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    4.6
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Similarly, nonprofit orgariizations have increasingly adopted the approaches and values of the private market (Weisbrod 1998), leading to what Salamon (1997) calls the "marketization" of the nonprofit sector.

Similarly, nonprofit orgariizations have increasingly adopted the approaches and values of the private market (Weisbrod 1998), leading to what Salamon (1997) calls the "marketization" of the nonprofit sector. Though marketization may be beneficial for the short-term survival needs of nonprofit organizations, it may have negative long-term consequences. The Marketization of the Nonprofit Sector: Civil Society At Risk? Article.

Goodreads helps you keep track of books you want to read. Start by marking To Profit or Not to Profit: The Commercial Transformation of the Nonprofit Sector as Want to Read: Want to Read savin. ant to Read.

Nonprofit Sector – In a series of four books issued each decade from 1978 to 2008, Weisbrod further developed theory to. .To Profit or Not to Profit: The Commercial Transformation of the Nonprofit Sector (B. Weisbrod, e. Cambridge University Press, 1998).

Nonprofit Sector – In a series of four books issued each decade from 1978 to 2008, Weisbrod further developed theory to explain the comparative economic behavior of for-profit, government, and private nonprofit organizations, and the causes and consequences of the growing commercialism of nonprofits. As part of this effort, he calculated the value.

The Commercial Transformation of the Nonprofit Sector. Kapur, Kanika and Weisbrod, Burton A. 2000. The Roles of Government and Nonprofit Suppliers in Mixed Industries. This book reminds us that pressures on the sector to expand its role can ultimately damage the very features that have made it so attractive to politicians in the first place - its ability to respond efficiently to the needs of society's most vulnerable and excluded members. Source: The Times Higher Education Supplement.

Bibliographic information. To Profit Or Not to Profit: The Commercial Transformation of the Nonprofit Sector.

Cambridge University Press, 2000 - Business & Economics - 340 pages. Nonprofit organizations are increasingly resembling private firms in a transformation bringing with it a shift in financial dependence from charitable donation to commercial sales activity. 1. Basic issues and perspective. Bibliographic information.

To Profit or Not to Profit: The Commercial Transformation of the Nonprofit Sector.

Largely as a result of these incentives of the approximately 7000 companies.

Weisbrod, Burton, ed. 1998. To Profit or Not: The Commercial Transformation of the Nonprofit Sector. New York: Cambridge University Press. M I CR O F O U N DAT I O NS O F I NS T I TU T I ON A L T HE O RY 38 Zelditch, Morris, Jr. 2001. Theories of Legitimacy. The Psychology of Legitimacy, John T. Jost and Brenda Major, eds. Cambridge, UK: Cambridge University Press. Zelditch, Morris, Jr. 2004. Institutional Effects on the Stability of Organizational Authority. Largely as a result of these incentives of the approximately 7000 companies.

To Profit or Not to Profit: The Commercial Transformation of the Nonprofit Sector. 2010) Weisbrod, Burton . Toepler S. (eds) International Encyclopedia of Civil Society. Translated into Chinese, 2004. Weisbrod, B. A. (1975). Toward a theory of the voluntary nonprofit sector in a three-sector economy. In E. Phelps (E., Altruism, Morality, and Economic Theory (pp. 171–195). New York: Russell Sage Foundation. (1988). The nonprofit economy. Springer, New York, NY.

James T. Bennett, 1999. Handle: RePEc:wly:mgtdec:v:20:y:1999:i:2:p:113-114 DOI: 1. 002/(SICI)1099-1468(199903)20:2<113::AID-MDE907 3.

Nonprofit organizations are changing dramatically in the ways they are financed. They are becoming increasingly commercial, operating more like private firms. Far more is involved than the generation of revenue. As donations decline in importance and user fees and money-raising ancillary activities come to dominate, they bring side-effects on the social missions that justify public support. This book examines these little-recognized relationships for the overall nonprofit charitable sector and then focuses on each of six industries; important differences are found among hospitals, universities, social service providers, zoos, museums, and public broadcasting.