A Phenomenological Study of V.A.-Affiliated Nonprofit Leaders: Experiences Navigating the Blurred Lines at the Boundary Between the Public and Private Sectors
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Authors
Abercrombie, Eric Neal
Issue Date
2022
Volume
Issue
Type
Thesis
Language
en_US
Keywords
Board Governance , Collaborative Leadership , Integrative Leadership , Organizational Mixing , Public-Private Partnerships , Quasi-governmental
Alternative Title
Abstract
U.S. Federal agencies pursue a variety of explicitly public missions, but through significant activity occurring at the boundary between—and including areas spanning both—the public and private sectors. This includes the network of more than 80 congressionally authorized, state-chartered, research and education nonprofit corporations (NPCs) that provide flexible funding in support to the Department of Veterans Affairs (VA). In an effort to better inform both professional practice and future targeted research, a qualitative phenomenological study was conducted. A diverse sample of 18 NPC executive leaders were interviewed with a primary focus on their experiences and perceptions of the shared, multi-sector, organizational landscape, as well as the nature of the interpersonal and inter-organizational relationships they experienced working therein. Findings revealed a shared essence of their experiences that mapped to five primary themes, including: (1) consensus regarding the NPCs’ shared mission with VA; (2) blurred lines at the boundary between public and private sectors contribute to disparate views of NPC independence and autonomy; (3) recognition of the need for and value of reasonable oversight; (4) VA and NPC partnerships marked by imbalanced (VA-centric) organizational mixing; and (5) problematic governance and fiduciary environments on NPC Boards. In response, a four-part solution was proposed to promote more effective VA-NPC partnerships, both in structure and practice.Keywords: Public-private partnerships, quasi-governmental, nonprofit corporations, collaborative leadership, integrative leadership, autonomy, control, oversight, organizational mixing, institutional logics, board governance, fiduciary duties, qualitative, phenomenological
Description
2022
Citation
Publisher
Creighton University
License
Copyright is retained by the Author.
A non-exclusive distribution right is granted to Creighton University and to ProQuest following the publishing model selected above.