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dc.contributor.advisorSchatteman, Alicia M.en_US
dc.contributor.authorSetti, Eileen A.en_US
dc.date.accessioned2019-11-26T20:24:15Z
dc.date.available2019-11-26T20:24:15Z
dc.date.issued2016
dc.identifier.urihttps://commons.lib.niu.edu/handle/10843/21162
dc.descriptionAdvisors: Alicia M. Schatteman.en_US
dc.descriptionCommittee members: Kerry O. Ferris; Barton M. Sharp; Kurt Thurmaier.en_US
dc.descriptionIncludes bibliographical references.en_US
dc.descriptionIncludes illustrations.en_US
dc.description.abstractThis dissertation explores how nonprofit organizations gather and leverage new information in order to build the capacity of their agencies. A theoretical framework from literature across several disciplines spanning organization learning, knowledge management, and nonprofit capacity building is built. The majority of capacity building literature focuses on programmatic, organizational, or adaptive capacities. It is here that this dissertation adds new insight by arguing that a fourth capacity, absorptive capacity, is critical to developing a nonprofit organization. Absorptive capacity is a construct developed by Cohen and Levinthal (1989; 1990) and Zahra and George (2002) to explain how an organization acquires, assimilates, transforms, and exploits new information. This project utilized a comparative case study to test the research question, to what extent do nonprofit organizations exhibit absorptive capacity? Four broad theoretical propositions explored how the size of the organization, its leadership, strategic outlook, and membership in national bodies or participation in accrediting processes influence absorptive capacity. The data analysis indicates absorptive capacity is evident in the nonprofit setting and is influenced by both internal and external factors such as size, leadership, strategic outlook, members, and accreditation standards. This research contributes to emerging nonprofit knowledge management literature and extends existing nonprofit capacity building scholarship, and provides insight for nonprofit practitioners contemplating capacity building initiatives and navigating everyday pressures of nonprofit management. It provides a foundation for future research to further develop exactly how information absorption influences capacity building in the nonprofit setting.en_US
dc.format.extentix, 237 pagesen_US
dc.language.isoengen_US
dc.publisherNorthern Illinois Universityen_US
dc.rightsNIU theses are protected by copyright. They may be viewed from Huskie Commons for any purpose, but reproduction or distribution in any format is prohibited without the written permission of the authors.en_US
dc.subject.lcshNonprofit organizationsen_US
dc.subject.lcshKnowledge managementen_US
dc.subject.lcshAbsorptive capacity (Economics)en_US
dc.titleThe ability to build : absorptive capacity in the nonprofit sectoren_US
dc.type.genreDissertation/Thesisen_US
dc.typeTexten_US
dc.contributor.departmentDepartment of Political Scienceen_US
dc.description.degreePh.D. (Doctor of Philosophy)en_US


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