Human Service Organizations Management, Leadership & Governance
Volume 39, Issue 5, 2015
http://www.tandfonline.com/toc/wasw21/current

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The Individual, Group, Organizational, and Community Outcomes of Capacity-Building Programs in Human Service Nonprofit Organizations: Implications for Theory and Practice
Tara Kolar Bryan & Catherine H. Brown
pages 426-443
DOI:10.1080/23303131.2015.1063555
Abstract
This exploratory article offers a multilevel framework for understanding the outcomes of capacity-building initiatives in human service nonprofit organizations. Four distinct levels were considered: the individual, group-cohort, organization, and community levels. The findings suggest there are outcomes associated with each level as well as linkages between the levels. Respondents stated that the outcomes associated with the individual and group-cohort levels were strongest, although participants described benefits at the organizational level as well. Interviewees’ responses also suggest that the outcomes at the community level were least apparent. Further research should focus specifically on the linkage between such programs and community-level outcomes.

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Measuring Organizational Change Tactics to Improve Child Welfare Programs: Experiences in 13 Counties
Thomas Packard, Julie McCrae, Jon Phillips & Maria Scannapieco
pages 444-458
DOI:10.1080/23303131.2015.1067268
Abstract
This study introduces a new measure that assesses the extent of organizational change tactics usage within a human service organization. The Organizational Change Tactics Questionnaire (OCTQ) was developed based on a comprehensive review of effective organizational change tactics and adapted to the unique needs of human service organizations. This study presents the psychometric properties of the OCTQ using the tool with 13 large child welfare organizations experiencing organizational change. Respondents who saw a greater use of change tactics and those who were more involved with the change process were significantly more likely to perceive the change process as successful.

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The Determinant of Nonprofit External and Internal Effectiveness: The Role of Knowledge Sharing, Collaborative Culture, and Beneficiary Participation
Nurul Hidayana Mohd Noor, Siti A. B. Hajar & Mohd Awang Idris
pages 459-474
DOI:10.1080/23303131.2015.1076550
Abstract
Determining the factors that contribute to nonprofit effectiveness is a problematic and puzzling task. In that respect, utilizing the intellectual capital (IC) concept, this paper proposes an analysis of knowledge sharing, collaborative culture, and beneficiary participation as determinants of nonprofit effectiveness. Drawn from quantitative research strategy, a cross-sectional survey and a structured questionnaire have been employed. The final valid data consist of 271 participants from Malaysian nonprofits located in the Klang Valley area, Malaysia. The main analysis used structural equation modeling (SEM). The findings revealed that knowledge sharing and beneficiary participation significantly predict both external and internal effectiveness. However, collaborative culture fails to act as a predictor of either nonprofit external or internal effectiveness.