Nonprofits’ tendency to adopt such practices has become a contested scholarly topic, with, however, limited empirical evidence. Using survey data from nearly 600 nonprofits in the Vienna region, we examine how organizational practices - specifically businesslike managerial and democratic ones - relate to nonprofits’emphasis on service provision, advocacy, and community building. Democraticand managerial practices follow institutional logics that may activate interpretationframe effects that influence organizational goals. Contrary to concerns in previous literature, we find that implementing managerial practices is harmonious not only with service delivery but also advocacy and, to some extent, community building.
Democratic organizing, conversely, supports community building while reducing service delivery focus. Combining these practices can support a balanced societal role profile.

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