From Connections to Actions: When Do Government Ties Matter to Nonprofit Organizational Performance?

ABSTRACT Nonprofit organizations are essential for public service delivery, yet the value of their government ties is contested. This study examines the mechanism that translates these connections into tangible results. We propose that political networking—the deliberate cultivation and use of official relationships—is the critical catalyst. Based on survey data from Chinese social service nonprofits, our findings are decisive. Government ties alone do not predict enhanced organizational performance. Only when combined with high levels of political networking do these connections become a significant driver of superior outcomes. This research demonstrates that government ties are latent assets. Their potential is only unlocked through strategic agency. For public administration and development practice, this means fostering the relational capabilities of nonprofits is as crucial as facilitating their access to the state.