Abstract
Over the past decade or so, there has been a perceptible increase of interest in, and need for, management knowledge, skills, and training that are specific to the characteristics of charitable, nongovernmental or nonprofit organizations (NPOs). To a large extent, this has been due to significant changes in the institutional environments in which nonprofits operate. In much of the West, the purported failure and prophesied end of the traditional welfare state (Pierson, 1991) in combination with the economic recession of the 1970s led to fiscal retrenchment and growing interest in private, more market-oriented approaches to the production and delivery of collective services beginning in the 1980s. In the East, the end of state socialism in the late 1980s triggered similar changes, perhaps only more rapidly and with less institutional inertia.
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Toepler, S., Anheier, H.K. (2004). Organizational Theory and Nonprofit Management: An Overview. In: Zimmer, A., Priller, E. (eds) Future of Civil Society. VS Verlag für Sozialwissenschaften, Wiesbaden. https://doi.org/10.1007/978-3-322-80980-3_15
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DOI: https://doi.org/10.1007/978-3-322-80980-3_15
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