Jenny Harrow

Jenny holds a bachelor’s degree in social sciences (Government) from the University of Exeter, a Master’s degree in Social Policy and Planning, with distinction, from the London School of Economics and Political Science; and a PhD from LSE. Her doctoral thesis, for which she was supervised by the late Professor Brian Abel Smith, explored the development of the university settlements in England.

As Professor of Voluntary Sector Management in the Centre for Charity Effectiveness at Cass, Jenny leads the Centre’s research interests in voluntary and community sector organisations.

Jenny is the Principal Investigator for the School's ESRC Centre for Charitable Giving and Philanthropy; both Co-Director of the Centre Hub; and PI for its specialist research programme on institutionalised giving structures.

She is also a member of the Faculty of Management’s Centre for Research in Corporate Governance and was formerly Co-Director of the Cass Business School Doctoral Programme.

Jenny has held a range of London-based posts in the voluntary sector and has extensive trustee and board experience. She is currently a trustee of a disability grant-making trust and of the Institute for Voluntary Action Resarch.

Qualifications

BA, MSc and PhD.

Memberships of Committees

Member of Exectuive Committee, The Voluntary Action History Society (VAHS)

Memberships of Professional Organisations

• Member; Hon Sec. of its SIG, 'Pracademics', Association of Reseachers in Nonprofit and Voluntary Action
• Member, International Society for Third Sector Research (ISTR)

Expertise

Primary Topics

Voluntary Sector Management

Additional Topics

• Organizational Behaviour
• Public Sector Management

Industries/Professions

non-profit & voluntary sector

Geographic Areas

• Americas - North
• Europe

Research Topics

philanthropic institutions' development and change

ESRC funder-led programme to explore the evolving and complex forms through which philanthropy is expressed and realised ; a series of projects, incorporating English/Scottish comparisons

communications in grantmaking

Practice-led study to examine grantmaker/grantseeker relations and communications at the point of grant refusal

improvisation - an under-researched issue in nonprofit management?

Developing research programme to explore and understand the improvisation approaches and events in the VCS, aiming to develop improvisation theory in relation to this sector

collaborative working in the VCS

managerial and values themes in relation to shared working in the VCS, with particualr reference to 'SWiM' (sharing without merging)

Books (2)

• Jung, T., Phillips, S.D. and Harrow, J. (Eds.), (2016). The Routledge Companion to Philanthropy. London: Routledge. ISBN 978-0-415-78325-5.
• Harrow, J. and Fitzmaurice, J. (2007). The Good Guide to Working With Consultants. London: National Council for Voluntary Organisations. ISBN 978-0-7199-1664-9.

Chapters (14)

• Harrow, J.R. and Jung, T. (2016). Philanthropy, the State and Public Goods. Doing Public Good? Private Actors, Evaluation, and Public Value Transaction Publishers. ISBN 978-1-4128-6201-1.
• Jung, T. and Harrow, J.R. (2016). Philanthropy: knowledge, practice and blind hope. In Orr, K., Nutley, S., Russell, S., Bain, R., Hacking, B. and Moran, C. (Eds.), Knowledge and Practice in Business and Organisations Routledge. ISBN 978-1-138-94085-7.
• Pharoah, C. (2016). What Motivates People to Give their Own Private Resources for the Public Good? In Jung, T., Phillips, S. and Harrow, J. (Eds.), The Routledge Companion to Philanthropy (pp. 71–87). London: Routledge. ISBN 978-0-415-78325-5.
• Harrow, J.R. and Phillips, D.S. (2013). Corporate Governance and Nonprofits: Facing up to Hybridization and Homogenization. In Wright, M., Siegel, D.S., Keasey, K. and Filatotchev, I. (Eds.), The Oxford Handbook of Corporate Governance Oxford University Press. ISBN 978-0-19-964200-7.
• Pavey, H., Harrow, J.R. and Jung, T. (2012). The role of community foundations in the Big Society: taken for granted? Philanthropy and a better society Alliance Publishing Trust. ISBN 978-1-907376-15-3.
• Harrow, J.R. (2012). Contested Perspectives on Corporate Philanthropy. In Haynes, K., Murray, A. and Dillard, J. (Eds.), Corporate Social Responsibility: A Research Handbook (pp. 234–254). Routledge. ISBN 978-0-415-78171-8.
• Harrow, J. (2010). Philanthropy. In Taylor, R. (Ed.), Third Sector Research (pp. 121–137). New York, NY: Springer. ISBN 978-1-4419-5707-8.
• Harrow, J. and Wilding, K. (2010). Working with the Voluntary Sector. In Lee, B. and Cassells, C. (Eds.), Management Research, Challenges and Controversies London: Routledge. ISBN 978-0-415-47217-3.
• Harrow, J. (2009). Donor and Donor Intent. In Anheier, H.K. and Toepler, S. (Eds.), International Encyclopedia of Civil Society New York, NY: Springer. ISBN 978-0-387-93994-0.
• Harrow, J.R. (2009). Samuel Barnett. In Anheier, H.K. and Toepler, S. (Eds.), International Encyclopedia of Civil Society New York: Springer Verlag. ISBN 978-0-387-93994-0.
• Harrow, J. and Douthwaite, S. (2006). Fundraising Regulation: for who and by whom? In Mordaunt, J. and Paton, R. (Eds.), Thoughtful Fundraising: Concepts, Issues and Perspectives London: Routledge.
• Palmer, P. and Harrow, J. (2005). The Financial Role of Charity Boards. In Cornforth, C. (Ed.), The governance of public and non-profit organisations : what do boards do? (pp. 97–115). London: Routledge.
• Harrow, J. (2004). Mechanisms and Values in the Delivery of a Patchwork of Public Services. In Dibben, P., Wood, G. and Roper, I. (Eds.), Contesting Public Sector Reforms: critical perspectives, international debates Palgrave Macmillan, London.
• Harrow, J. (2002). The New Public Management and social justice: just efficiency or equity as well? In McLaughlin, K., Osborne, S.P. and Ferlie, E. (Eds.), The New Public Management: Current trends and future prospects Routledge. ISBN 978-0-415-24363-6.

Journal Articles (22)

• Harrow, J. (2016). Creating Value in Nonprofit-Business Collaborations: New Thinking and Practice. NONPROFIT AND VOLUNTARY SECTOR QUARTERLY, 45(1), pp. 205–207. doi:10.1177/0899764015596389.
• Harrow, J. (2016). 'Capacity building' as a public management goal: Myth, magic or the main chance? Public Management Review, 3(2), pp. 209–230. doi:10.1080/14616670010029593.
• Harrow, J. and Jung, T. (2016). Philanthropy and community development: the vital signs of community foundation? Community Development Journal, 51(1), pp. 132–152. doi:10.1093/cdj/bsv056.
• Harrow, J. and Jung, T. (2015). Debate: Thou shalt have impact, total impact—government involvement in philanthropic foundations’ decision-making. Public Money & Management, 35(3), pp. 176–178. doi:10.1080/09540962.2015.1027488.
• Jung, T. and Harrow, J. (2015). New development: Philanthropy in networked governance—treading with care. Public Money & Management, 35(1), pp. 47–52. doi:10.1080/09540962.2015.986880.
• Jung, T., Kaufmann, J. and Harrow, J. (2014). When Funders Do Direct Advocacy. Nonprofit and Voluntary Sector Quarterly, 43(1), pp. 36–56. doi:10.1177/0899764012472401.
• Jung, T., Harrow, J. and Phillips, S.D. (2013). Developing a better understanding of community foundations in the UK's localisms. Policy & Politics, 41(3), pp. 409–427. doi:10.1332/030557312X655594.
• Harrow, J. and Jung, T. (2011). EDITORIAL: Philanthropy is Dead; Long Live Philanthropy? Public Management Review, 13(8), pp. 1047–1056. doi:10.1080/14719037.2011.619062.
• Pharoah, C. and Harrow, J. (2011). A legacy for the nation's health – the challenges faced by UK health charities in legacy funding. Journal of Communication in Healthcare, 4(1), pp. 13–26. doi:10.1179/175380611X12950033990098.
• Harrow, J. (2011). Governance and isomorphism in local philanthropy: The interplay of issues among foundations in Japan and the UK. Public Management Review, 13(1), pp. 1–20. doi:10.1080/14719037.2010.501617.
• Bruce, I., Harrow, J. and Obolenskaya, P. (2007). Blind and partially sighted people's perceptions of their inclusion by family and friends. The British Journal of Visual Impairment, 25(1), pp. 68–85. doi:10.1177/0264619607071778.
• Harrow, J., Palmer, P. and Bogdanova, M. (2006). Business Giving, the Tsunami and Corporates as Rock Stars: Some Implications for Arts Funding? Cultural Trends, 15(4), pp. 299–323. doi:10.1080/09548960600922640.
• Harrow, J. (2006). Chasing Shadows? Perspectives on Self-Regulation in UK Charity Fundraising. Public Policy and Administration, 21(3), pp. 86–104. doi:10.1177/095207670602100307.
• Harris, I., Mainelli, M., Grant, P. and Harrow, J. (2006). Predicting the effectiveness of grant-making. Strategic Change, 15(2), pp. 53–66. doi:10.1002/jsc.747.
• Harrow, J. and Douthwaite, S. (2005). Knowledge Capture From Trustees Resigning Their Volunteer Boards. Journal of voluntary action research, 7(1), pp. 61–79.
• Vincent, J. and Harrow, J. (2005). Comparing thistles and roses: The application of governmental-voluntary sector relations theory to Scotland and England. Voluntas, 16(4), pp. 375–395. doi:10.1007/s11266-005-9148-9.
• Harrow, J. (2001). ‘CAPACITY BUILDING’ AS A PUBLIC MANAGEMENT GOAL - Myth, magic or the main chance? Public Management Review, 3(2), pp. 209–230.
• Harrow, J., Palmer, P. and Vincent, J. (1999). Management Information Needs and Perceptions in Smaller Charities: An Exploratory Study. Financial Accountability and Management, 15(2), pp. 155–172. doi:10.1111/1468-0408.00079.
• Vincent, J., Harrow, J. and Palmer, P. (1998). Trustee decision making in small UK charities. International Journal of Nonprofit and Voluntary Sector Marketing, 3(4), pp. 337–352. doi:10.1002/nvsm.6090030407.
• Harrow, J. and Palmer, P. (1998). Reassessing Charity Trusteeship in Britain? Toward Conservatism, Not Change. Voluntas, 9(2), pp. 171–185.
• Harrow, J. (1997). Managing risk and delivering quality services: A case study perspective. International Journal of Public Sector Management, 10(4-5), pp. 331–352.
• Harrow, J. and Mole, V. “I want to move once I have got things straight”: Voluntary sector chief executives' career accounts. Nonprofit Management and Leadership, 16(1), pp. 79–100. doi:10.1002/nml.91.

Course Directorship

• 2007 - 2008, PhD Programme, Faculty of Management, Director

Subject/Academic Leadership

• 2005 - 2007, Corporate Governance, Subject Leader

• 2008- 2013, ESRC Centre for Charitable Giving and Philanthropy, Principal Investigator and Co-Director

• 2008 - 2013, 'Spoke 3' of the ESRC Centre for Charitable Giving and Philanthropy, , 'Institutionalised Giving Structures', Principal Investigator

Editorial Activities (7)

• Public Management Review, Special Editor, 2010 – 2011.
• Voluntary Sector Review, Referee, 2010 – present.
• Journal of Management and Governance, Referee, 2009 – present.
• International Journal of Nonprofit and Voluntary Sector Marketing, Referee, 2008 – 2009.
• Nonprofit and Voluntary Sector Quarterly, Referee, 2008 – present.
• Voluntas, International Journal of Voluntary and Nonprofit Organizations, Referee, 2007 – present.
• Public Management Review, Referee, 2004 – present.