When Are Commercialized Nonprofits Less Likely to Offer Free Access? Evidence from the Performing Arts Subsector

IF 2.2 3区管理学 Q2 PUBLIC ADMINISTRATION

Public Performance & Management Review Pub Date : 2023-02-24 DOI:10.1080/15309576.2023.2168283

ChiaKo Hung, Jesse Berrett

引用次数: 3

Abstract

Abstract Previous studies have found that commercialized nonprofits may be less likely to offer free access to programs and services. This study draws on theoretical insights from the literature on nonprofit efficiency, the principal-agent problem, and nonprofit professionalism, going a step further to examine when commercialization leads to the exclusion of those unable to pay. Studying performing arts nonprofits in the United States from 2008 to 2016, the results suggest that the observed negative effects of commercialization on free access are not due to commercialized nonprofit leaders leaning towards efficiency through a cost-benefit mentality or pursuing their interests, but due partially to commercialized nonprofits moving toward professionalism. The findings have important implications for nonprofit professionalization, co-creation, and revenue portfolio management.

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什么时候商业化的非营利组织不太可能提供免费访问?表演艺术分组的证据

先前的研究发现，商业化的非营利组织可能不太可能提供免费的项目和服务。本研究借鉴了关于非营利效率、委托代理问题和非营利专业主义的理论见解，进一步考察了商业化何时导致无能力者被排斥。对2008 - 2016年美国表演艺术非营利组织的研究结果表明，商业化对自由获取的负面影响不是由于商业化的非营利组织领导人通过成本效益的心态倾向于效率或追求自己的利益，而是部分归因于商业化的非营利组织走向专业化。研究结果对非营利组织专业化、共同创造和收益组合管理具有重要意义。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Public Performance & Management Review PUBLIC ADMINISTRATION-

CiteScore

5.50

自引率

16.10%

发文量

期刊介绍： Public Performance & Management Review (PPMR) is a leading peer-reviewed academic journal that addresses a broad array of influential factors on the performance of public and nonprofit organizations. Its objectives are to: Advance theories on public governance, public management, and public performance; Facilitate the development of innovative techniques and to encourage a wider application of those already established; Stimulate research and critical thinking about the relationship between public and private management theories; Present integrated analyses of theories, concepts, strategies, and techniques dealing with performance, measurement, and related questions of organizational efficacy; and Provide a forum for practitioner-academic exchange. Continuing themes include, but are not limited to: managing for results, measuring and evaluating performance, designing accountability systems, improving budget strategies, managing human resources, building partnerships, facilitating citizen participation, applying new technologies, and improving public sector services and outcomes. Published since 1975, Public Performance & Management Review is a highly respected journal, receiving international ranking. Scholars and practitioners recognize it as a leading journal in the field of public administration.