| Acknowledgements | 第1-4页 |
| Abstract | 第4-5页 |
| 摘要 | 第5-6页 |
| Contents | 第6-8页 |
| List of Tables | 第8-9页 |
| Introduction | 第9-17页 |
| Chapter 1 Evolution of Community Foundations | 第17-22页 |
| ·Incubation (before 1914) | 第18页 |
| ·Infancy (1914-1929) | 第18-19页 |
| ·Stagnation (1929-1950) | 第19-20页 |
| ·Prosperity (1950-1992) | 第20-21页 |
| ·Commercial Charity (after 1992) | 第21-22页 |
| Chapter2 Traditional Roles of Community Foundations | 第22-33页 |
| ·Community-focused Model and Donor-focused Model | 第23-29页 |
| ·Community‐focused Model | 第23-25页 |
| ·Donor‐focused Model | 第25-27页 |
| ·Analysis of the Two Models | 第27-29页 |
| ·Traditional Roles of Community Foundations | 第29-33页 |
| ·“Community Leader” in the Community‐focused Model | 第29-30页 |
| ·“Financial Asset Manager” in the Donor ‐focused Model | 第30-33页 |
| Chapter3 The Necessity of a Role Transition | 第33-40页 |
| ·Deficiency and Imbalance of Traditional Roles | 第33-36页 |
| ·Functional Deficiency in Role Positioning | 第33-34页 |
| ·Ambiguity in Role Recognition | 第34-35页 |
| ·Interruption in Role Evolution | 第35-36页 |
| ·Community Foundations on the Brink of the New Era | 第36-40页 |
| ·The Emergence of the New Era | 第37-38页 |
| ·Community Foundations in the New Era | 第38-40页 |
| Chapter4Convening Leader in the New Era | 第40-53页 |
| ·Community Foundations Today | 第40-45页 |
| ·Strength of Community Foundations | 第40-42页 |
| ·Weakness of Community Foundations | 第42页 |
| ·Opportunities for Community Foundations | 第42-43页 |
| ·Threats for Community Foundations | 第43-45页 |
| ·“Convening Leader”in a Bridge-linked Model | 第45-49页 |
| ·The Bridge‐linked Model | 第45-47页 |
| ·The New Role “Convening Leader” | 第47-49页 |
| ·Strategies for Adaptation to the New Role | 第49-53页 |
| ·Strategies for Adaptation to the New Role in Psychological Mode | 第49-50页 |
| ·Strategies for Adaptation to theNew Role in Behavior Patterns | 第50-53页 |
| Conclusion | 第53-56页 |
| Bibliography | 第56-59页 |
| 附件 | 第59页 |
