Little attention has been given to the boundary-spanning capabilities of human service managers seeking to effectively manage the relationship between public and nonprofit sector programs. This exploratory study begins to identify those capabilities by documenting the boundary-crossing career trajectories of senior human service managers and directors in the United States and United Kingdom. The purpose of the study is to identify the lessons learned by senior managers as they reflected, in retrospect, on their careers in both sectors.View full textDownload full textKeywordsboundary spanning, management, nonprofit, public sectorRelated var addthis_config = { ui_cobrand: "Taylor & Francis Online", services_compact: "citeulike,netvibes,twitter,technorati,delicious,linkedin,facebook,stumbleupon,digg,google,more", pubid: "ra-4dff56cd6bb1830b" }; Add to shortlist Link Permalink http://dx.doi.org/10.1080/03643107.2011.564720
展开▼
