Same same but different: managerial influences on organisational performance in foundations and associations

In the last few years the management orientation of nonprofit organisation (NPOs) has been gaining importance. Management is said to have made the organisation of NPOs more effective and efficient. However, the influence of the institutional settings is often neglected in nonprofit management literature. By using a quantitative empirical approach this study investigates the influence of the legal type of Swiss nonprofits on the relationship betweenmanagement dimensions and organisational performance. The research findings reveal significant differences in the management of foundations and associations. In particular, foundations have a competitive advantage in terms of innovation and market orientation. Whereas associations profit from investing in governance issues