Research from MCS and Partners

MCS engages in a variety of research projects to lead knowledge sharing within the Greater Boston nonprofit sector.

MCS Research

    May 2008

  • A White Paper on "Developing Agents of Change" released by MCS
    By Gayathri Tirthapura, Management Consulting Services
    About the Research: The focus of this paper is to describe the unique features of a youth
    programming model that is currently implemented by the "The Young
    Peoples Project" headquartered in Cambridge, MA. This programming model
    contributes to both individual and societal change. In summary they are:

    • A focus on “peer to peer” knowledge transfer
    • A focus on creating individual and collective purpose
    • A focus on developing a sense of freedom about ‘work’
    • A content based approach which contributes to both organizational capacity and program replicability
    This paper also describes the types of outputs and social indicators
    that are emerging from a solid ten-year history of using this engaging
    program model.

    August 2007

  • MCS White Paper Release: Why Boston-area Nonprofits Are Behind In Technology Adoption, Its Consequences, and What to Do About It
    By Stephen Rockwell, Management Consulting Services
    About the Research: The paper provides recommendations to nonprofit organizations, nonprofit technology intermediaries, and funders as to how to encourage more rapid technology adoption and to ensure effective use of technology. Specifically, the white paper recommends that the network of intermediaries establish a coordinating council that develops and delivers on a regional strategic plan for technology assistance.

    • May 2007

  • Critical Factors in the Adoption and Effective Use of Technology by Nonprofit Organizations
    By Stephen Rockwell, Management Consulting Services
    About the Research: The paper seeks to determine the critical factors that influence the adoption and effective use of technologies within the nonprofit sector. The analysis places a particular emphasis on the role of funders who finance technology adoption and intermediaries who play the role of catalysts, enablers, and educators in the implementation of and subsequent innovation with technology.

    • February 2004

  • Building Adaptive Capacity: The Quest for Improved Organizational Performance

    • By Carl Sussman, Sussman Associates
    About the Research: Coping with change effects organizational performance the way exercise contributes to personal fitness. It begets organizational strength, stamina, and agility and leads to enhanced results. Nonprofit management practitioners have begun to recognize that an organization’s ability to challenge its own established ways of thinking and doing things and to successively craft and adopt more effective means is a distinct form of performance-enhancing organizational capacity: Adaptive capacity.

Partner Research

  • Daring to Lead 2006 - A National Study of Nonprofit Executive Leadership
    By Jeanne Bell, CompassPoint Nonprofit Services
    Richard Moyers, The Meyer Foundation
    Timothy Wolfred, CompassPoint Nonprofit Services
    Maureen Pompeo, Executive Director of MCS conducted Boston research.
    About the Research: Three surprising findings from CompassPoint's new national study on executive directors: a) 30% of executives leave their jobs involuntarily (either fired or forced out); b) Executive directors plan to leave their jobs but will stay active in the nonprofit sector; and c) A key driver of executive burnout is frustration with funders.