Haley Murphy

Oklahoma State University
Political Science

232 Murray Hall
Stillwater, OK
USA
74078
haley.c.murphy@okstate.edu

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Haley Murphy is an assistant professor in the Department of Political Science at Oklahoma State University. She also teaches in the Department's Fire and Emergency Management Administration Graduate Program. Her research focuses on nonprofit organizations, governance, policy implementation, and disaster management.

Citation:
Murphy, H. & Robichau, R. (2016). Governmental Influences on Organizational Capacity: The Case of Child Welfare Nonprofits. Nonprofit Policy Forum
Abstract: When government agencies interact with nonprofit organizations they have various effects on the organization’s capacity. But, it is unclear how a particular agency’s environment-both internal (i. e. organizational culture) and external (i. e. resource dependency)-determines whether government’s influence on that agency will be positive or negative. Using data from a survey of child welfare nonprofits, this paper examines to what extent a nonprofit’s relationship with government improves or hinders their capacity. Evidence suggests that the nonprofit’s organizational culture, dependency on government funds, and relational contracting has a significant impact on the perception that governmental interaction has made capacity better or worse. Contrary to expectations, there are improvements in management activities as government funding and contracts increases.
DOI: 10.1515/npf-2015-0040
Citation:
Robinson, Scott E. and Haley Murphy. 2013. “Frontiers for the Study of Nonprofit Organizations in Disasters.” Journal of Risk, Hazards, and Crisis in Public Policy 4 (2):128-134.
Abstract: It is increasingly clear that one cannot understand emergency and disaster management without understanding the various roles nonprofits play in these processes. From traditional actors like the Red Cross to emergent participants at the local level, nonprofit organizations are affecting every phase of disaster management. This introductory article provides a schema for organizing the existing research on nonprofit organizations in disasters separating different levels of analysis (individual, organization, and network levels). The result points to important areas for future investigation and points of connection between various research projects.
Citation:
Robinson, Scott E., Haley Murphy, and Angela Bies. 2014. “Structured to Partner: School District Collaboration with Nonprofit Organizations in Disaster Response.” Journal of Risk, Hazards, and Crisis in Public Policy (5) 1:77-95.
Abstract: Emergency preparedness and response are moving from a specialized circle of emergency management professionals and select nonprofit organizations (such as the Red Cross and other national relief organizations) to include a broader variety of organizations not traditionally fulfilling emergency management roles, including schools. It is not clear who among these new potential members of emergency preparedness networks collaborates with whom. We present the results of a survey of Texas public schools and test how structural characteristics are related to collaboration with nonprofits and relief organizations following a local, visible disaster, that of the 2005 Gulf Coast Hurricanes. Our results show that the propensity to collaborate is related to the size of the districts and its degree of centralization, even while controlling for a district's general collaborative tendency.

Substantive Focus:
Governance PRIMARY
Social Policy SECONDARY

Theoretical Focus:
Agenda-Setting, Adoption, and Implementation PRIMARY

Keywords

DISASTER MANAGEMENT COLLABORATION NONPROFITS