Evaluating the Relationship Between Nonprofit Capacities and Organizational Effectiveness During a Global Pandemic

Abstract

Guided by the contingency model of capacity effectiveness, we examine the relationship between organizational capacities and performance indicators during COVID-19. We conceptualized operational capacity and board leadership capacity as process oriented to ensure organizations’ effective functioning and to demonstrate accountability. Technological capacity and networking capacity were defined as resource oriented to help accomplish organizational goals. We used two effectiveness indicators to capture the input-output success measured by goal attainment and an organization’s ability to learn and adapt to improve its performances based on evaluation data (i.e., professional data use). Survey data collected from nonprofits located in a southeastern U.S. state showed that generally nonprofits were not performing well due to operation challenges. Operational capacity and technological capacity were negatively related to goal attainment; however, these two capacities and board leadership capacity were all positively related to professional data use. Implications describe how to turn a crisis into an opportunity to build resilience.