Mark A. Hager is an associate professor at Arizona State University, where he codirects the master’s degree in nonprofit leadership and management. Hager is editor in chief of Nonprofit Management & Leadership, and is currently working with Martha Golensky to revise her textbook Strategic Leadership and Management in Nonprofit Organizations. He has to check his notes to keep those project names straight.
In this article, Mark Hager and ChiaKo Hung explore the popular truism that nonprofits should as a matter of course diversify their revenue streams as much as possible. They lay out the pros and cons, based on some different scenarios, to help practitioners determine when and in what contexts diversification may or may not be a good thing.
Most nonprofits dream, at some point, about that endowment that would ensure their stability from year to year. But endowments aren’t for every nonprofit. This article walks the reader through their up- and downsides.
This article presents the authors’ top picks for how best to destroy your organization. Of course, if you want your nonprofit to thrive, you should avoid the pitfalls described in these pages. But, the authors warn, this won’t be easy to do, as, “Killing a nonprofit takes less effort than making one really effective.”
Author Mark A. Hager presents a detailed examination of how U.S. nonprofits are reporting–and often underreporting–grant proposal writing expenses, arguing that a more accurate accounting would benefit both individual organizations and the sector as a whole.
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