An Institutional Approach to Donor Control: From Dyadic Ties to a Field‐Level Analysis

Literature on the nonprofit sector focuses on charities and their interactions with clients or governmental agencies; donors are studied less often. Studies on philanthropy do examine donors but tend to focus on microlevel factors to explain their behavior. This study, in contrast, draws on institutional theory to show that macrolevel factors affect donor behavior. It also extends the institutional framework by examining the field‐level configurations in which donors and fundraisers are embedded. Employing the case of workplace charity, this new model highlights how the composition of the organizational field structures fundraisers and donors alike, shaping fundraisers’ strategies of solicitation and, therefore, the extent of donor control.This research was supported by grants from the Aspen Institute’s Nonprofit Sector Research Fund and the National Science Foundation. I thank Susan Eckstein, Julian Go, Heather MacIndoe, Susan Ostrander, audiences in the departments of sociology at Boston University, Emory University, Ohio State University, University of Arizona, and the University of Chicago, various participants in the University of Chicago Graduate School of Business Organizations and Markets Workshop and the MIT‐Sloan School of Management Organization Studies Group Seminar Series, and AJS reviewers for helpful comments on earlier versions. Direct correspondence to Emily Barman, Deparment of Sociology, Boston University, 96 Cummington Street, Boston, Massachusetts 02115