Staffing, planning, and control of information systems in charitable nonprofit organizations

Abstract Staffing, planning, and management control of information systems in the private not-for-profit (or nonprofit) sector are studied, based on a survey of symphony organizations in the United States and Canada. A conceptual model of information systems for charitable nonprofits is presented which emphasizes staffing, planning, and control. Empirical results for symphony orchestras reveal low IS funding, weaknesses in IS staffing, heavy dependence on outside expertise, low levels of IS training, inadequate IS planning and control, and moderate IS satisfaction. The model is tested empirically and found to be largely valid. A model modification is suggested in assessing the factor of IS satisfaction.

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