Differences in the Functional Positioning and Growth Paths of Government-Led Community Foundations

Shixiang Li

doi:10.47297/wspsprwWSP2515-471004.20230701

PDF
Export
Share
Collection
Album

Differences in the Functional Positioning and Growth Paths of Government-Led Community Foundations

Volume 7, Issue 1

Views: 0 Downloads: 13

Differences in the Functional Positioning and Growth Paths of Government-Led Community Foundations
School of Marxism Study, Southwest University, Chongqing, 400715, P. R. China
Vol. 7, Issue 1, Pages: 35-42(2023)
DOI：10.47297/wspsprwWSP2515-471004.20230701

Full txt

Li Shixiang.Differences in the Functional Positioning and Growth Paths of Government-Led Community Foundations ——[J].Social Policy Review,2023,07(01):35-42.
DOI：

Li Shixiang.Differences in the Functional Positioning and Growth Paths of Government-Led Community Foundations ——[J].Social Policy Review,2023,07(01):35-42. DOI： 10.47297/wspsprwWSP2515-471004.20230701.

摘要

Abstract

Government-founded social organizations are a social governance innovation model with Chinese characteristics

reflecting a profound restructuring of the relationship between the state and society. The Chinese government is rapidly founding various community foundations

among which there are obvious differences in the functional positioning and operational mechanisms of government-led community foundations. With the help of fs/QCA 3.0 software

a qualitative comparative analysis of the fuzzy set of 19 typical cases reveals that the causes of these differences are not single

but a complex result of a combination of multiple factors. In this regard

five explanatory models were constructed: development-led

issue-derived

resource mobilization

community creation

and policy mobilization. Among them

the "policy mobilization type" accounts for the largest share and tends to cultivate social organizations and build public welfare platforms as organizational goals

which is consistent with the policy goals and preferences of the Chinese government in governance innovation.

关键词

Keywords

Government-Led Community FoundationFunctional PositioningPath DifferencesQualitative Comparative Analysis (QCA)

references

Kang Xiaoguang & Han Heng (2007). Administrative Absorption of Society: A Further Probe into the State-Society Relationship in Chinese Mainland, Social Sciences in China. 2, 116-128.

Annamaria Esposito & Angela Besana. (2018). U.S. Community Foundations: Building a Generous Society in Challenging Times, Journal of Nonprofit & Public Sector Marketing, 30(2), 200-227, DOI: 10.1080/10495142.2018.1452817http://dx.doi.org/10.1080/10495142.2018.1452817.

Millesen, Judith L & Martin, Eric C. (2014). Community Foundation Strategy: Doing Good and the Moderating Effects of Fear, Tradition, and Serendipity. Nonprofit And Voluntary Sector Quarterly, 43(5), 832-849. DOI: 10.1177/08997640134861http://dx.doi.org/10.1177/08997640134861.

Graddy, Elizabeth & Morgan, Donald. (2006). Community Foundations, Organizational Strategy, and Public Policy. Nonprofit and Voluntary Sector Quarterly, 35(4), 605-630. DOI: 10.1177/0899764006289769http://dx.doi.org/10.1177/0899764006289769.

Charles C. Ragin. (1987). The Comparative Method: Moving Beyond Qualitative and Quantitative Strategies. University of California Press, DOI: 10.2307/2579563http://dx.doi.org/10.2307/2579563.

Alert me when the article has been cited

Submit

No data

Related Author

No data

Related Institution

No data

⁰