By Helmut K. Anheier, Stefan Toepler
Comparative details detailing the cultural, felony and old environments of foundations in overseas settings has been scarce - beforehand. Written through students from six international locations, this article covers philanthropic foundations within the world's busiest advertisement facilities - the U.S. and jap and Western Europe. It experiences at the buildings and mindsets that form foundations' reward giving, and discusses diverse features of starting place administration. Case experiences of the French and Italian beginning groups and a comparative felony bankruptcy are in particular notable.
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Extra info for Private Funds, Public Purpose: Philanthropic Foundations in International Perspective
He took an active part in the debates about Poor Law reform that followed the appointment of the Royal Commission on the Poor Laws in 1905. He generally supported the views put forward by Sidney and Beatrice Webb in favor of larger, more disinterested units of organization and control, and the rationalization of administration in the hands of officials, rather tpan boards of guardians. He wrote, "The same ... body, which is responsible for the health, for the education, and for the industrial fitness of some members of the community should be responsible in like manner for all the members, whatever their position" (quoted in Meacham, 1987, p.
Different cultures may prevail in grantmaking as opposed to operating foundations, and in large as opposed to small foundations. This implies foremost that the "venture capital paradigm" might apply to only a small number of well-endowed, professional foundations and cannot fairly be generalized across the whole foundation field. Yet what then would be the potential role of small foundations? To a large extent, their role would be to serve special constituencies and interests that would be underserved by taxbased public sector funds, or outside the scope of for-profit operations.
By contrast, the pursuit of innovative new concepts and ventures, and the taking of risks in doing so, may hardly be expected from passive "gift-givers" whose "gifts are gifts and success and failure are not really coming into it" (Chapter 5) or administrators, "where the management function is reduced to the bureaucratic execution and control of projects" (Chapter 7). These findings seem to imply that the special functions of foundations are most pronounced when they adopt an entrepreneurial approach, and that their contributions are limited the more passively foundations approach their goal achievement.