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Political advocacy by nonprofit organizations : (Record no. 30729)

000 -LEADER
fixed length control field 01977naa a2200205uu 4500
001 - CONTROL NUMBER
control field 9110915374337
003 - CONTROL NUMBER IDENTIFIER
control field OSt
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20190211165812.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 091109s2009 xx ||||gr |0|| 0 eng d
999 ## - SYSTEM CONTROL NUMBERS (KOHA)
Koha Dewey Subclass [OBSOLETE] PHL2MARC21 1.1
041 ## - LANGUAGE CODE
Language code of text/sound track or separate title eng
100 1# - MAIN ENTRY--PERSONAL NAME
Personal name LeROUX, Kelly
9 (RLIN) 38226
245 10 - TITLE STATEMENT
Title Political advocacy by nonprofit organizations :
Remainder of title a strategic management explanation
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc. Armonk, NY :
Name of publisher, distributor, etc. M.E. Sharpe,
Date of publication, distribution, etc. June 2009
520 3# - SUMMARY, ETC.
Summary, etc. Nonprofit organizations serve as a voice for their constituent publics in the political arena, even though advocacy practices remain outside their core mission. Some nonprofits embrace their advocacy roles and engage in these activities frequently, while others choose to avoid these activities altogether. What organizational capacities enable nonprofits to pursue an advocacy agenda? Drawing on theoretical perspectives in organizational behavior, public management, and political science, we propose a strategic management explanation of nonprofit advocacy. Using survey data from nonprofit organizations in Michigan, we test an empirical model in which factors of organizational learning, structure, resource dependence, and resource competitiveness contribute to nonprofits' advocacy activities. Findings suggest that experience with collaborative networking, productive exchange relations with funding principals, representation of lobbying skills at the managerial level, dependence on government resources, and competition in the resource environment all shape nonprofits' advocacy practices in important ways. These findings have important implications for both theory and practice of nonprofit management.
590 ## - LOCAL NOTE (RLIN)
Local note advocacy, mobilization, nonprofits, representation, strategic management
700 1# - ADDED ENTRY--PERSONAL NAME
Personal name GOERDEL, Holly T.
9 (RLIN) 38227
773 08 - HOST ITEM ENTRY
Title Public Performance & Management Review
Related parts 32, 4, p. 514-536
Place, publisher, and date of publication Armonk, NY : M.E. Sharpe, June 2009
International Standard Serial Number ISSN 15309576
Record control number
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Koha item type Periódico
998 ## - LOCAL CONTROL INFORMATION (RLIN)
-- 20091109
Operator's initials, OID (RLIN) 1537^b
Cataloger's initials, CIN (RLIN) Daiane
998 ## - LOCAL CONTROL INFORMATION (RLIN)
-- 20091111
Operator's initials, OID (RLIN) 0924^b
Cataloger's initials, CIN (RLIN) Carolina

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