The first in-depth history of philanthropy in Indiana. Philanthropy has been central to the development of public life in Indiana over the past two centuries. Hoosier Philanthropy explores the role of philanthropy in the Hoosier state, showing how voluntary action within Indiana has created and supported multiple visions of societal good. Featuring 15 articles, Hoosier Philanthropy charts the influence of different types of nonprofit Hoosier organizations and people, including foundations, service providers, volunteers, and individual donors.
Describes giving circles and how they work to meet social needs and solve community problems and examines the role of philanthropy in democratic society.
“Offers . . . a clearer insight into the scope and function of philanthropy in political and private life and the impacts that women writers and activists had.” —Edith Wharton Review From the mid-nineteenth century until the rise of the modern welfare state in the early twentieth century, Anglo-American philanthropic giving gained an unprecedented measure of cultural authority as it changed in kind and degree. Civil society took on the responsibility for confronting the adverse effects of industrialism, and transnational discussions of poverty, urbanization, and women’s work, and sympathy provided a means of understanding and debating social reform. While philanthropic institutions left a transactional record of money and materials, philanthropic discourse yielded a rich corpus of writing that represented, rationalized, and shaped these rapidly industrializing societies, drawing on and informing other modernizing discourses including religion, economics, and social science. Showing the fundamentally transatlantic nature of this discourse from 1850 to 1920, the authors gather a wide variety of literary sources that crossed national and colonial borders within the Anglo-American range of influence. Through manifestos, fundraising tracts, novels, letters, and pamphlets, they piece together the intellectual world where philanthropists reasoned through their efforts and redefined the public sector.
Why do some countries have a vibrant nonprofit sector while others do not? Nonprofits in Crisis explores the theory of risk as a major mechanism through which economic development influences the nonprofit sector. Nuno S. Themudo elaborates this idea by focusing on Mexican nonprofit organizations, which operate and strive to survive in a risky environment. The study of these nonprofits generates broader lessons about philanthropy and the nonprofit sector that complement wider cross-national statistical analysis.
This reference work defines more than 1,200 terms and concepts that have been found useful in past research and theory on the nonprofit sector. The entries reflect the importance of associations, citizen participation, philanthropy, voluntary action, nonprofit management, volunteer administration, leisure, and political activities of nonprofits. They also reflect a concern for the wider range of useful general concepts in theory and research that bear on the nonprofit sector and its manifestations in the United States and elsewhere. This dictionary supplies some of the necessary foundational work on the road toward a general theory of the nonprofit sector.
When disaster strikes, our instinctive response is to make things better, not only as individuals but also as groups, organisations, communities and major institutions within society. With increasing climate-related disasters and the potential for future global pandemics, philanthropy will continue to play an essential role. Yet our knowledge of how philanthropic responses to disasters are motivated, organised and received is fragmented. This book is a step toward curating our existing knowledge in the emerging field of ‘disaster philanthropy’ and to building a robust base for future research, practice and public policy. The authors highlight unknowns and ambiguities, extensions and unexplored spaces, and challenges and paradoxes. Above all, they recognise that philanthropic responses to disasters are complex, conditional and subject to change.
A comprehensive history of one of the largest charitable organizations in early modern America. Drawing on extensive archival records, Beyond Benevolence tells the fascinating story of the New York Charity Organization Society. The period between 1880 and 1935 marked a seminal, heavily debated change in American social welfare and philanthropy. The New York Charity Organization Society was at the center of these changes and played a key role in helping to reshape the philanthropic landscape. Greeley uncovers rarely seen letters written to wealthy donors by working-class people, along with letters from donors and case entries. These letters reveal the myriad complex relationships, power struggles, and shifting alliances that developed among donors, clients, and charity workers over decades as they negotiated the meaning of charity, the basis of entitlement, and the extent of the obligation between classes in New York. Meticulously researched and uniquely focused on the day-to-day practice of scientific charity as much as its theory, Beyond Benevolence offers a powerful glimpse into how the trajectory of one charitable organization reflected a nation's momentous social, economic, and political upheavals as it moved into the 20th century.
The story of this Midwestern state and its people, past and present: “An entertaining and fast read.” ―Indianapolis Star Who are the people called Hoosiers? What are their stories? Two centuries ago, on the Indiana frontier, they were settlers who created a way of life they passed to later generations. They came to value individual freedom and distrusted government, even as they demanded that government remove Indians, sell them land, and bring democracy. Down to the present, Hoosiers have remained wary of government power and have taken care to guard their tax dollars and their personal independence. Yet the people of Indiana have always accommodated change, exchanging log cabins and spinning wheels for railroads, cities, and factories in the nineteenth century, automobiles, suburbs, and foreign investment in the twentieth. The present has brought new issues and challenges, as Indiana’s citizens respond to a rapidly changing world. James H. Madison’s sparkling new history tells the stories of these Hoosiers, offering an invigorating view of one of America’s distinctive states and the long and fascinating journey of its people.
The Indiana University School of Medicine: A History tells the story of the school and its faculty and students in fascinating detail. Founded in the early 20th century, the Indiana University School of Medicine went on to become a leading medical facility, preparing students for careers in medicine and providing healthcare across Indiana. Historian William Schneider draws on a treasure trove of historical images and documents, to recount how the school began life as the Medical Department in 1903, and later became the Indiana University School of Medicine, which was established as a full four-year school after merging with two private schools in 1908. Thanks to state support and local philanthropy, it quickly added new hospitals, which by the 1920s made it the core of a medical center for the city of Indianapolis and the only medical school in the state. From modest beginnings, and the challenges of the Great Depression and the Second World War, the medical school has grown to meet the demands of every generation, becoming the leading resource for not only the education of physicians and for the conducting of medical research but also for the care and treatment of patients at the multi-hospital medical center. Today, the school boasts an annual income of over $1.5 billion, with over 2,000 full-time faculty teaching 1,350 MD students, and over $250 million in external research funding.
In stakeholder legitimacy problems, the organization's values or norms are in conflict with stakeholders' activities, as in the case of a theater concerned that a volunteer is misusing theater funds. In efficiency problems, organizational and stakeholder activities are interdependent and incompatible, without any violation of the values or norms of either party, as when a theater is competing with other theaters for a funder's limited monies.
