2010 年 10 巻 1 号 p. 67-79
This study attempts to shed new light on the relationship between accountability and external advocacy in the nonprofit sector. Executive directors in two nonprofits in UK and Japan, who were part of a group of nonprofit executives previously surveyed by the author, were further investigated through semi-structured interviews and non-participatory observation. A close relationship was found between the way in which executive directors in these two nonprofits approach downward accountability and their positive or negative relationship with statutory organisations. By corroborating the findings of the author's previous survey, the results of this case study provide further insight into the different ways in which the relationship between nonprofit and public sectors are envisaged in UK and Japan.
