MANAGING THE INNOVATIVE CAPACITY OF VOLUNTARY AND NONPROFIT ORGANIZATIONS IN THE PROVISION OF PUBLIC-SERVICES

This article considers the implications of recent research about the i nnovative capacity of voluntary and nonprofit organizations for their management by their organizational leaders. Its core points are that i nnovation has to be seen as one possible direction for the work of suc h organizations to follow, rather than being a defining characteristic of their work, and that the expectations of funders, and especially g overnmental funders, are as important in setting this direction as are the concerns of the organization itself.