The drive to welfare reform has revolutionalized the relationship between the state and the third sector in many countries. But this article argues that, if we are to understand the impact of the changing role of the state on the third sector, then we must first understand the dynamics of the relationship between national and local government. It compares two countries—the U.K. and Italy—where national-local government relations have developed in different directions, and suggests a number of avenues for further analysis of this three-way relationship.

This article explores the role of private, nonprofit organizations in a self-governing society. A framework identifying the diverse theories that explain the various types of nonprofit organizations observed in contemporary American society is sketched. This provides a fuller understanding of the varied and complex ways that nonprofit organizations contribute to the institutions of governance.

According to the relevant literature, the relationship between government and the private foundation sector in Germany is marked by a “paradigm of conflict” very similar to the one that has often dominated the U.S. discussion of government/ nonprofit relationships in the past. More specifically, scholars often hold that the development of foundations in Germany is largely hampered by an administrative and regulatory climate that weakens rather than strengthens the foundation community. Two main arguments are brought forth in this context: First, the expansion of the state bureaucracy into traditional activity fields of foundations “crowds out” the foundation sector, second, the structure of tax regulations is detrimental to a “sound” development of foundations. However, while these arguments figure prominently in the policy debate, they have neither empirically nor analytically been substantiated as of yet. Borrowing from organizational theory, this article critically evaluates the arguments in the light of available evidence in an effort to contribute to a better understanding of foundations in an international context.

The growing prominence given to charity trustees’ strategy-making roles and responsibilities is encouraging reassessment of the values and purposes of trusteeship in Britain. This occurs against a background of an increasingly professionalized and managerialist charity sector. Trustees are seen, in public policy terms, as a homogeneous and leadership-oriented group, while some charity managers aspire to or are already fulfilling leadership roles. This research note reviews these developments, considering trustees’ strategy-making and controlling functions, and the nature of the relations between charity staffs and trustees. It describes the development of a tentative typology by the authors, characterizing trustees’ approaches to their roles, as a means of illustrating the heterogeneous rather than homogeneous nature of the overall charity trustee body. The research process, leading toward the typology’s development, is outlined and critiqued. Reflections on the value of the typology are given and possible future developments in trusteeship are considered. The authors consider that those trustees willing to remain in role are likely to adopt custodial rather than entrepreneurial approaches to their trusteeship. Such a role is likely to be increasingly at odds with the role sought or adopted by senior managers in some charities, and also with the proactive model of trusteeship that is being encouraged by the regulatory systems for British charities.