Building the Capacity of Capacity Builders

In this study, I employed a mixed-method design to understand how nonprofit resource centers originate, operate, and evolve using a transaction cost framework to evaluate both sides of the supply vs. demand equation. The quantitative study of 125 nonprofits identified and assessed demand side factors of need, benefits and barriers. This study found that nonprofit resource centers can structure their agency design to enhance likelihood of survival. The national qualitative study of 25 nonprofit resource centers found that supply side factors of leadership, funding, and stakeholder engagement were more significant to organizational development and progression through the life cycle model. This study initially undertook an inductive approach to assess these organizations’ dynamically evolving identities as they transitioned through the nonprofit life cycle stages. A relationship between life cycle stage and organizational identity was established based on common drivers. A theoretical typology of power, autonomy and organizational development was postulated.