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This study examines the relationships between the influence of different stakeholders and mission-based strategic planning, community development, and economic effectiveness. Our purpose is to highlight the unique and incremental contribution of rank-and-file stakeholders, that is, stakeholders without any specific grade or status, such as nonboard volunteers or beneficiaries. We analyze reported data from 227 nonprofit organizations (NPOs) using structural equation modeling and bootstrap mediation analysis. Our results show that when rank-and-file stakeholders manage to remain influential, strategic planning tends to be more directly rooted in the mission, which contributes to both perceived community and economic effectiveness. These results are discussed with regard to the utility, legitimacy, and urgency of more direct forms of democratic governance giving rank-and-file stakeholders the power to contribute to mission-based strategic planning. [ABSTRACT FROM AUTHOR]

The right to the city is a concept that helps rethink spatial-social dynamics, which has recently reinvigorated the field of organization studies. Following Lefebvre and considering the failure of both the market and the state, other scholars pinpoint the need to rethink social-spatial and geographical-historical relations. They do so by theorizing the city as a host for urban commons. Collective and non-commodified, these spatial-social experiences need to be constantly reproduced and preserved through commoning practices in the struggle against spatial injustice. A case study shows that a civil society organization (CSO) uses participatory art to (re)produce urban commons at the level of a local community and to redress partially spatial injustice. We theorize participatory art-making as a social practice of commoning, i.e., a process of organizing for the commons—collective art-based activities to serve a community—and of the common—to (re)produce a community while performing them. Such commoning practices are not only about sharing urban resources but also about using and experiencing differently urban spaces. By making participatory artworks in public spaces and co-designing street furniture with residents of poor areas, TDA helps to better cope with the tensions between residents and local authorities and between amateurs and professional artists. By negotiating the long-term implementation of these creative artworks in the public space with public authorities, TDA has fostered the empowerment of inhabitants as they have experienced citizens’ reappropriation of some public spaces in Marseille. [ABSTRACT FROM AUTHOR]

To cope with the new challenges inherent to their political role, civil society organizations must convince their stakeholders about their legitimacy, and meta-organizations (MOs) appear to play a central role in such a context (Ahrne and Brunsson in Scand J Manag 21(4):429–449, 2005; Bonfils in Scand J Disabil Res 13(1):37–51, 2011). In this paper, we aim to better understand the legitimating processes of a specific kind of MOs—namely civil society MOs (CSMOs)—considering that CSMOs feature some characteristics that reinforce both internal and external legitimacy issues. Our research is based on an in-depth case study of a French national federation (Fédération Addiction) formed by the merger of two former federations originating in different fields, alcoholism treatment and drug addiction professionals. We confirm the importance of stakeholders' representativeness in the governance of MOs and especially in multi-stakeholders CSMOs, and we corroborate the assertion that MOs closely relate to categorization-related issues and the categorization process itself in many ways: the legitimacy and the potential for action of MOs depend on the socially perceived appropriateness of the delimitation of the field that they claim to represent, and at the same time categorization is reinforced by the creation of MOs. We contribute to the current literature on MOs in two main ways. First, we show how a change in the relevant categorization may result from the dual and interacting actions of the MOs themselves and public authorities. Second, our case study illustrates how a restructuring of the MOs landscape may strengthen the salience of internal legitimacy issues federative actors are confronted with in order to maintain their representativeness and position in the expanded organizational field. In this dynamic context, external and internal legitimating processes appear closely intricate, and categorization and governance issues appear strongly interrelated. [ABSTRACT FROM AUTHOR]