ABSTRACT
This paper postulates that the power distribution within a government–nonprofit partnership (GNP) shapes individual charitable decisions (e.g., giving or volunteering) by influencing the perceived effectiveness of a GNP and the perceived needs of the involved nonprofit. Empirically, we designed three vignettes (i.e., government-led GNP, co-led GNP, and nonprofit-led GNP) and randomly distributed them among 907 American respondents recruited from Amazon Mechanical Turk (MTurk) in a recent experiment. Analyses provide consistent evidence to support the inhibitive effect of nonprofit domination in the decision-making of a GNP on voluntary contributions.