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Melissa Stone
Melissa Stone
Professor of Public Affairs and Planning, University of Minnesota
Verified email at umn.edu
Title
Cited by
Cited by
Year
The design and implementation of Cross‐Sector collaborations: Propositions from the literature
JM Bryson, BC Crosby, MM Stone
Public administration review 66, 44-55, 2006
30682006
Designing and Implementing Cross‐Sector Collaborations: Needed and Challenging
JM Bryson, BC Crosby, MM Stone
Public administration review 75 (5), 647-663, 2015
9002015
Acting in the public interest? Another look at research on nonprofit governance
MM Stone, F Ostrower
Nonprofit and voluntary sector quarterly 36 (3), 416-438, 2007
4002007
Research on strategic management in nonprofit organizations: Synthesis, analysis, and future directions
MM Stone, B Bigelow, W Crittenden
Administration & Society 31 (3), 378-423, 1999
4001999
Planning in ambiguous contexts: The dilemma of meeting needs for commitment and demands for legitimacy
MM Stone, CG Brush
Strategic management journal 17 (8), 633-652, 1996
3591996
Governance: Research trends, gaps, and future prospects
F Ostrower, MM Stone
The nonprofit sector: A research handbook, 612-628, 2006
3032006
Public value creation by cross‐sector collaborations: A framework and challenges of assessment
SB Page, MM Stone, JM Bryson, BC Crosby
Public Administration 93 (3), 715-732, 2015
2102015
Organizational characteristics and funding environments: A study of a population of United Way–affiliated nonprofits
MM Stone, MA Hager, JJ Griffin
Public Administration Review 61 (3), 276-289, 2001
1712001
Moving governance research forward: A contingency-based framework and data application
F Ostrower, MM Stone
Nonprofit and Voluntary Sector Quarterly 39 (5), 901-924, 2010
1592010
Competing contexts: The evolution of a nonprofit organization's governance system in multiple environments
MM Stone
Administration & Society 28 (1), 61-89, 1996
1461996
Challenges of measuring performance in nonprofit organizations
MM Stone, S Cutcher-Gershenfeld
Measuring the impact of the nonprofit sector, 33-57, 2002
1142002
Planning as strategy in nonprofit organizations: An exploratory study
MM Stone
Nonprofit and Voluntary Sector Quarterly 18 (4), 297-315, 1989
1001989
Exploring the effects of collaborations on member organizations: Washington country’s welfare-to-work partnership
MM Stone
Nonprofit and Voluntary Sector Quarterly 29 (1_suppl), 98-119, 2000
942000
Building a policy fields framework to inform research on nonprofit organizations
MM Stone, JR Sandfort
Nonprofit and Voluntary Sector Quarterly 38 (6), 1054-1075, 2009
912009
Why don't they do what we want? An exploration of organizational responses to institutional pressures in community health centers
B Bigelow, MM Stone
Public Administration Review, 183-192, 1995
791995
A guide to journal articles on strategic management in nonprofit organizations, 1977 to 1992
MM Stone, W Crittenden
Nonprofit Management and Leadership 4 (2), 193-213, 1993
771993
An uneasy alliance: Planning and performance in nonprofit organizations
WF Crittenden, VL Crittenden, MM Stone, CJ Robertson
International Journal of Organization Theory & Behavior, 2003
632003
Governing public–nonprofit collaborations: understanding their complexity and the implications for research
MM Stone, BC Crosby, JM Bryson
Voluntary Sector Review 1 (3), 309-334, 2010
612010
The propensity of governing boards to plan
MM Stone
Nonprofit Management and Leadership 1 (3), 203-215, 1991
581991
Designing and managing cross-sector collaboration: A case study in reducing traffic congestion
BC Crosby
University of Minnesota, 2009
522009
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