More than ever before, nonprofit organizations are adept at being strategic and at
aligning their strategies with changes in the funding environment, particularly to
government funding. While research in the area has attempted to explain the adaptation
strategies of nonprofit organizations (Alexander, 2000; Durst & Newell, 2001), discussion
of the direct role of government funding in the shift in strategy and changes in human
resource management practices has been relatively absent from the nonprofit literature.