Abstract
AbstractThe mission of a mutual benefit association is so inexorably intertwined with its membership that a change in one cannot succeed without a corresponding change in the other. Two case studies of United Ways' state associations' “remissioning” initiatives give details on the dynamic interplay of mission and membership in mutual benefit associations, a fundamental characteristic that distinguishes them from public benefit nonprofits. To anticipate change, association managers must focus on the shifting demands from their members' stakeholders. They also must clearly understand the nature of their membership and who represent their members when members are organizations, and they must be ready to engage in intra‐association politics to effect a change in mission.
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