Stay or exit: why do nonprofits maintain collaborations with government?
By: Peng, Shuyang, Yuguo, Liao and Jiahuan, Lu
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Material type: 
BookPublisher: The American Review of Public Administration Description: 50(1), Jan 2020. p. 18-32.Subject(s): Public–nonprofit collaboration, Commitment, Procedural justice, Distributive justice
In:
The American Review of Public AdministrationSummary: Although the public-management literature has demonstrated a growing interest in public–nonprofit collaborations, it pays little attention to the sustainability of collaborations. This study proposes that nonprofits’ intentions to maintain collaborations with government are influenced by both instrumental and relational factors. Using a national sample of human service nonprofits, this study demonstrates that both nonprofits’ continuance commitment and affective commitment play a role in shaping their intentions to maintain collaborative relationships with government. Specifically, continuance commitment is driven by the presence of a formal agreement and the dependence on government funding, and affective commitment is shaped by distributive and procedural justice. The findings have implications for public managers to effectively manage their collaborations with nonprofits. - Reproduced
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Articles
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Indian Institute of Public Administration | 50(1), Jan 2020. p. 18-32 | Available | AR122947 |
Although the public-management literature has demonstrated a growing interest in public–nonprofit collaborations, it pays little attention to the sustainability of collaborations. This study proposes that nonprofits’ intentions to maintain collaborations with government are influenced by both instrumental and relational factors. Using a national sample of human service nonprofits, this study demonstrates that both nonprofits’ continuance commitment and affective commitment play a role in shaping their intentions to maintain collaborative relationships with government. Specifically, continuance commitment is driven by the presence of a formal agreement and the dependence on government funding, and affective commitment is shaped by distributive and procedural justice. The findings have implications for public managers to effectively manage their collaborations with nonprofits. - Reproduced
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