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If the twentieth century was only focused on the complementarity
and the opposition of market and state, the twenty-first century
has now to deal with the prominence of the third sector, the
emergence of social enterprises and other solidarity hybrid forms.
The concept of civil society organisations (CSOs) spans this
diversity and addresses this new complexity. The first part of the
book highlights the organizational dimensions of CSOs and analyses
the growing role of management models and their limits. Too often,
the study of CSO governance has been centered on the role of the
board and has not sufficiently taken into account the different
types of accountability environments. Thus, the conversation about
CSO governance rises to the level of networks rather than simple
organizations per se, and the role of these networks in setting the
agenda in a democratic society. In this perspective, the second
part emphasizes the institutional dimensions of CSO governance by
opening new avenues on democracy. First, the work of Ostrom about
governing the commons provides us new insights to think community
self-governance. Second, the work of Habermas and Fraser opens the
question of deliberative governance and the role of public sphere
to enlarge our vision of CSO governance. Third, the concepts of
substantive rationality and economy proposed respectively by Ramos
and Polanyi reframe the context in which the question can be
addressed. Lastly, this book argues for a stronger intercultural
approach useful for the renewal of paradigms in CSOs research. This
book has for objective to present a unique collective work in
bringing together 33 authors coming from 11 countries to share
perpectives on civil society governance and will be of interest to
an international audience of researchers and policy-makers.
An essential and unique contribution to the social organizational
literature, Casebook of Management for Nonprofit Organizations
highlights the importance of good management to human service
organizations. Author Dennis Young uses case studies that stress
entrepreneurship and are addressed to particular aspects of human
services management--the processes of new program development and
the management of organization change. Written in nontechnical,
readable language, the cases deal with a wide array of types of
organizational change, ranging from development of new programs to
the birth of new organizations, the merger of organizations, and
the expansion and diversification of the service offerings of
various agencies. Moreover, the cases touch on many other intrinsic
aspects of organizational administration including management of
professionals and other staff, working with trustees, financing
programs through government and private sources, coping with
governmental regulatory processes, and managing relationships with
organizational clients and constituent groups.
If the twentieth century was only focused on the complementarity
and the opposition of market and state, the twenty-first century
has now to deal with the prominence of the third sector, the
emergence of social enterprises and other solidarity hybrid forms.
The concept of civil society organisations (CSOs) spans this
diversity and addresses this new complexity. The first part of the
book highlights the organizational dimensions of CSOs and analyses
the growing role of management models and their limits. Too often,
the study of CSO governance has been centered on the role of the
board and has not sufficiently taken into account the different
types of accountability environments. Thus, the conversation about
CSO governance rises to the level of networks rather than simple
organizations per se, and the role of these networks in setting the
agenda in a democratic society. In this perspective, the second
part emphasizes the institutional dimensions of CSO governance by
opening new avenues on democracy. First, the work of Ostrom about
governing the commons provides us new insights to think community
self-governance. Second, the work of Habermas and Fraser opens the
question of deliberative governance and the role of public sphere
to enlarge our vision of CSO governance. Third, the concepts of
substantive rationality and economy proposed respectively by Ramos
and Polanyi reframe the context in which the question can be
addressed. Lastly, this book argues for a stronger intercultural
approach useful for the renewal of paradigms in CSOs research. This
book has for objective to present a unique collective work in
bringing together 33 authors coming from 11 countries to share
perpectives on civil society governance and will be of interest to
an international audience of researchers and policy-makers.
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