Agnes G. Meinhard
Ryerson University
Network
Latest external collaboration on country level. Dive into details by clicking on the dots.
Publication
Featured researches published by Agnes G. Meinhard.
Nonprofit and Voluntary Sector Quarterly | 2002
Mary K. Foster; Agnes G. Meinhard
Using a sample of 645 nonprofit organizations in Canada, the authors construct and validate a regression model to explain predisposition to collaborate. Organizational factors such as size and type (feminist or not) were found to be related to the extent of formal collaborative activity. However, the strength of these factors as predictors of behavior was amplified or reduced by the intervening perception of the impact of environmental changes. In addition, the perception of these pressures was shown to intensify the motivation to collaborate, which in turn increases the probability of engaging in formal interorganizational activity. This study contributes to the body of knowledge about collaboration because previous research has not investigated the influence of a combination of factors on collaborative behavior.
Nonprofit and Voluntary Sector Quarterly | 2009
Mary K. Foster; Agnes G. Meinhard; Ida E. Berger; Pike Krpan
Fourteen in-depth interviews were conducted with decision makers in corporations representing natural resources, finance, retail, technology, food and beverage, and communications to explore the diverse approaches to philanthropy in corporate Canada. The authors focused on gaining insight into the organizational differences among companies that are have integrated corporate philanthropy into their cultures, those where philanthropy is marginal to their main business and those that see philanthropy as a beneficial relationship. They learned that companies that have integrated philanthropy into their operations are quite distinct in both attitudes and behavior from the others. Although companies can change the role of philanthropy within their organization, truly integrating philanthropy into the business of the corporation is not something that can develop and evolve over time; if that vision is not present in the corporate culture from the beginning, it is not likely to develop.
Journal of Nonprofit & Public Sector Marketing | 2010
Agnes G. Meinhard; Steven D. Brown
Although much has been written about its benefits, the relationship between community service programs and valued future outcomes has not been uniformly demonstrated. Based on a multinational literature review and key informant interviews, this article identifies 20 program features that are related to positive outcomes. Despite the fact that we are unable to pinpoint which feature or combination of features is essential for success, there is substantial evidence that a program that is well structured both pedagogically and administratively is likely to achieve desired outcomes.
Human Service Organizations: Management, Leadership & Governance | 2016
Agnes G. Meinhard; Lucia Lo; Ilene Hyman
ABSTRACT The integration of newcomers to Canada is a complex undertaking that involves many players working together in various formal or informal partnership arrangements. This paper focuses on the bilateral but asymmetrical relationship between governments and immigrant-serving organizations. The findings indicate that although there is agreement on what the partnership should look like, the two parties see integration in different perspectives: short-term versus long-term outlook and economic integration versus a more holistic view. The article explores whether contractual relationships can be considered partnerships and differentiates between macro–sector-to-sector partnerships versus those between government and individual organizations.
Nonprofit and Voluntary Sector Quarterly | 2003
William A. Luksetich; Agnes G. Meinhard; Elizabeth Mulroy
Each year, NVSQ publishes a special issue featuring a selection of papers presented at the annual conference of the Association for Research on Nonprofit Organizations and Voluntary Action (ARNOVA). Three articles from the 31st Annual ARNOVA Conference, which took place in Montreal, Quebec, Canada, November 13-16, 2002, are included in this current edition. The special focus at the 2002 ARNOVA conference was “Accountability and the Public Trust. This year, as every other year, the conference comprised an eclectic selection of papers probing a multitude of issues of interest to scholars, practitioners, and policy makers. Two of the articles selected for this conference issue address the main theme of the conference, whereas the third systematically investigates the effectiveness of the Policy Governance Model in nonprofit organizations. All three articles introduce new perspectives that have practical as well as research applications. The mantra of greater accountability for nonprofit organizations has been heard for many years, but perhaps never more loudly nor more publicly than in the wake of the September 11, 2001, tragedy. Are there contextual situations, or organizational characteristics that incline a charity to be less than honest in its financial reporting? This is the question that John Trussel addresses in his article “Assessing Potential Accounting Manipulation: The Financial Characteristics of Charitable Organizations With Higher Than Expected Program Spending Ratios.” One measure of accountability is the fraction of expenses committed toward carrying out the charity’s programs. It is thus in the interest of charities to report favorable program spending ratios. When these are not forthcoming, Trussel hypothesizes that there may be a temptation to manipulate the accounts. However, it is very difficult to actually find real accounting manipulators to test the hypothesis. Trussel’s ingenious solution is to identify potential manipulators, which he defines as charities with higher than expected program spending ratios. Using logistic regression, he finds significant differences between a group of potential manipulators and a control group on five of six variables; potential manipulators report significantly lower surplus margins, deferred expense ratios, and deferred revenues ratios; they report higher depreciation rates and have greater changes in their program spending ratios from the previous year. Based on these findings, Trussel
Nonprofit and Voluntary Sector Quarterly | 2003
Agnes G. Meinhard; Mary K. Foster
Canadian Journal of Administrative Sciences-revue Canadienne Des Sciences De L Administration | 2009
Mary K. Foster; Agnes G. Meinhard
Voluntas | 2005
Mary K. Foster; Agnes G. Meinhard
Nonprofit Management and Leadership | 2005
Mary K. Foster; Agnes G. Meinhard
Archive | 2000
Mary K. Foster; Agnes G. Meinhard