Is There a Nonprofit Advantage? Examining the Impact of Institutional Context on Individual–Organizational Value Congruence

This article addresses an important question: do nonprofit organizations have an advantage over public organizations in fostering individual–organizational value congruence? The authors argue that nonprofit organizations do have an advantage. This is because institutional differences between the two sectors become manifest through nonprofit status and the extent of external control, which influences the organization and the individual. External control and sector status (nonprofit versus public) determine the extent of centralization, organizational goal ambiguity, and work autonomy. In turn, these three organizational characteristics shape individual–organizational value congruence. Although the results provide support for the nonprofit advantage thesis, it is worth noting that organizational effects on individual–organizational value congruence are more powerful. Indeed, the results suggest that managerial and organizational actions, compared with sector status, are more likely to influence individual–organizational value congruence.     

Book reviews

Gilles Deleuze and the Question of Philosophy PHILIP GOODCHILD London: Associated University Presses, 1996

Baudelaire and Schizoanalysis: The Sociopoetics of Modernism EUGENE HOLLAND Cambridge, Cambridge University Press, 1993

Australian Television and International Mediascapes STUART CUNNINGHAM & ELIZABETH JACKA Melbourne: Cambridge University Press, 1996

Sociolingwistics and Language History: Studies based on the Corpus of Early English Correspondence TERTTU NEVALAINEN & HELENA RAUMOLIN‐BRUNBERG (Eds) Language and Computers: Studies in Practical Linguistics No 15, Amsterdam/Atlanta., GA: Rodopi, 1996

Fear of the Dark. ‘Race’, Gender and Sexuality in the Cinema LOLA YOUNG London and New York: Routledge, 1996

Deleuze: A Critical Reader PAUL PATTON (Ed.) Oxford: Blackwell, 1996

A Guattari Reader GARY GENOSKO (Ed.) Oxford: Blackwell, 1996

Counterworks. Managing the Diversity of Knowledge R. FARDON (Ed.) London: Routledge, 1995     

Immigrant Health Care Access and the Affordable Care Act

In spite of major coverage expansions under the Patient Protection and Affordable Care Act (ACA), a large proportion of immigrants will continue to remain outside the scope of coverage. Because various provisions of the ACA seek to enhance access, advancing knowledge about immigrant access to health care is necessary. The authors apply the well‐known Andersen model on health care access to two measures—one focusing on perceptions of unmet health care needs and the other on physician visits during the last year. Using data from the New Jersey Family Health Survey, the authors find that prior to implementation of the ACA coverage expansions, immigrants in New Jersey reported lower levels of unmet health care needs despite poorer self‐rated health compared with U.S.‐born residents. The article concludes with a discussion of the use of Andersen model for studying immigrant health care access and the broader implications of the findings.     

City Managers,Career Incentives,and Municipal Service Decisions: The Effects of Managerial Progressive Ambition on Interlocal Service Delivery

City managers play an influential role in brokering intergovernmental service arrangements on behalf of their jurisdiction, yet their motivations for doing so are not well understood. One argument, drawn from theories of bureaucratic entrepreneurship and ambition theory, suggests that cities with managers who are motivated to advance their careers will parlay more interlocal service delivery as means of capturing economic efficiencies. Such strategies serve to build their personal resumes of career achievements. An alternative argument suggests more altruistic motives, including a desire for increased social equity and valuing the common good of the region, compel city managers to pursue interlocal service arrangements. These competing theories are tested on 134 large municipalities, using survey data from the city managers of these jurisdictions, coupled with interlocal revenue and expenditure data for these cities. Results yield greater support for the first theory. However, progressive ambition possesses complex consequences for interlocal service delivery choices. Jurisdictions managed by city managers with career‐enhancement ambitions are more likely to sell services to other local governments. Yet, they are significantly less inclined to buy services from other jurisdictions, thereby underscoring entrepreneurship in shaping managers’ professional trajectories.