000			01977naa a2200205uu 4500
001			9110915374337
003			OSt
005			20190211165812.0
008			091109s2009 xx ||||gr |0|| 0 eng d
100	1		_aLeROUX, Kelly _938226
245	1	0	_aPolitical advocacy by nonprofit organizations : _ba strategic management explanation
260			_aArmonk, NY : _bM.E. Sharpe, _cJune 2009
520	3		_aNonprofit 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			_aadvocacy, mobilization, nonprofits, representation, strategic management
700	1		_aGOERDEL, Holly T. _938227
773	0	8	_tPublic Performance & Management Review _g32, 4, p. 514-536 _dArmonk, NY : M.E. Sharpe, June 2009 _xISSN 15309576 _w
942			_cS
998			_a20091109 _b1537^b _cDaiane
998			_a20091111 _b0924^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c30729 _d30729
041			_aeng