Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information Leadership, Fifth Edition

CiteULike is a free service for managing and discovering scholarly references - click here to get started.

Sign In to gain access to subscriptions and/or personal tools.
Nonprofit and Voluntary Sector Quarterly
This Article
Right arrow Free Full Text (Free PDF) Free
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Abzug, R.
Right arrow Articles by Webb, N. J.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Relationships between Nonprofit and for-Profit Organizations: A Stakeholder Perspective

Rikki Abzug

New School University

Natalie J. Webb

Defense Resources Management Institute

The purpose of this article is to provide a new, more comprehensive stakeholder theory of the relationships between nonprofit, for-profit, and government sectors. This theory combines aspects of neoclassical economics and principal-agency theory to complement the traditional notions that these organizations either compete or exist in a vacuum relative to one another. The article discusses nonprofit organizations that are employee groups (unions and professional associations), shareholders (institutional investors including pension funds and endowments), community and other interest groups, government contractors, competitors, consumers, and suppliers. By viewing these organizations as agents relative to a principal for-profit (or government) organization, it is possible to hypothesize about relationships and behaviors between organizations of different sectors of the economy. This new perspective allows a better understanding of the many relationships observed in the nonprofit sector and of a much greater range of nonprofit stakeholders than is currently possible given existing theory.

Nonprofit and Voluntary Sector Quarterly, Vol. 28, No. 4, 416-431 (1999)
DOI: 10.1177/0899764099284003
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Administration & SocietyHome page
K. LeRoux
Managing Stakeholder Demands: Balancing Responsiveness to Clients and Funding Agents in Nonprofit Social Service Organizations
Administration Society, April 1, 2009; 41(2): 158 - 184.
[Abstract] [PDF]