Nonprofit Management Education Down Under: Challenges and Opportunities

Malcolm, M-J; Onyx, J; Dalton, B; Penetito, K

Nonprofit Management Education Down Under: Challenges and Opportunities

Malcolm, M-J Onyx, J

Dalton, B

Penetito, K

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Publisher:: Sagamore Journals
Publication Type:: Journal Article
Citation:: Journal of Nonprofit Education and Leadership, 2015, 5 (4), pp. 219 - 243
Issue Date:: 2015

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Field	Value	Language
dc.contributor.author	Malcolm, M-J	en_US
dc.contributor.author	Onyx, J https://orcid.org/0000-0001-7166-833X	en_US
dc.contributor.author	Dalton, B https://orcid.org/0000-0002-9507-1447	en_US
dc.contributor.author	Penetito, K	en_US
dc.date.issued	2015	en_US
dc.identifier.citation	Journal of Nonprofit Education and Leadership, 2015, 5 (4), pp. 219 - 243	en_US
dc.identifier.issn	2157-0604	en_US
dc.identifier.uri	http://hdl.handle.net/10453/41331
dc.description.abstract	In this article, we will explore the context within which two significant nonprofit management education programs developed in Australia and New Zealand. These tertiary education programs grew with relatively little reference to each other, yet both responded to nonprofit sector needs with similarities of vision and adult education philosophy and practice. Over time, the Australian program, based in a university business school, has been focused more on postgraduate programs, research, and more recently, social entrepreneurship and measuring social impact. The New Zealand program, with roots in a community development school, has grown with wide geographic coverage, alongside customized delivery for MÄ ori and Pacific communities. Nonprofit sector, cultural, institutional, and wider contextual factors have played a part in shaping their current forms of delivery. Just as the nonprofit sector is characterized by a high degree of diversity in terms of organizational form, industry, and organizations, these programs have responded in different ways to multiple and diverse stakeholder influences. Given the size, significance, and growth of the sector, the uptake across all programs is smaller than expected in either country. Why is this so? In this article, we will examine the growth of the first accredited tertiary education programs in Australia and New Zealand and highlight the challenges and opportunities of delivering nonprofit management education in this region.	en_US
dc.publisher	Sagamore Journals	en_US
dc.relation.ispartof	Journal of Nonprofit Education and Leadership	en_US
dc.relation.isbasedon	10.18666/JNEL-2015-V5-I4-7028	en_US
dc.title	Nonprofit Management Education Down Under: Challenges and Opportunities	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	5	en_US
utslib.for	160502 Arts and Cultural Policy	en_US
utslib.for	160512 Social Policy	en_US
utslib.for	160805 Social Change	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.consider-herdc	false	en_US
pubs.issue	4	en_US
pubs.publication-status	Published	en_US
pubs.volume	5	en_US

Abstract:

In this article, we will explore the context within which two significant nonprofit management education programs developed in Australia and New Zealand. These tertiary education programs grew with relatively little reference to each other, yet both responded to nonprofit sector needs with similarities of vision and adult education philosophy and practice. Over time, the Australian program, based in a university business school, has been focused more on postgraduate programs, research, and more recently, social entrepreneurship and measuring social impact. The New Zealand program, with roots in a community development school, has grown with wide geographic coverage, alongside customized delivery for MÄ ori and Pacific communities. Nonprofit sector, cultural, institutional, and wider contextual factors have played a part in shaping their current forms of delivery. Just as the nonprofit sector is characterized by a high degree of diversity in terms of organizational form, industry, and organizations, these programs have responded in different ways to multiple and diverse stakeholder influences. Given the size, significance, and growth of the sector, the uptake across all programs is smaller than expected in either country. Why is this so? In this article, we will examine the growth of the first accredited tertiary education programs in Australia and New Zealand and highlight the challenges and opportunities of delivering nonprofit management education in this region.

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http://hdl.handle.net/10453/41331