Nonprofit Management and Leadership最新文献

{"title":"<scp>Communal focused</scp> or <scp>market focused</scp>: Moral judgment on business practices in nonprofit organizations","authors":"Chengxin Xu","doi":"10.1002/nml.21586","DOIUrl":"https://doi.org/10.1002/nml.21586","url":null,"abstract":"Abstract Although the adoption of business‐like practices, such as commercialization and managerialization, may enhance the capacity and sustainability of nonprofit organizations, these practices may elicit negative reactions from the general public. This tension poses a challenge for nonprofit organizations as they seek to strike a balance between implementing practices that promote growth and survival and maintaining public support. This study focuses on people's moral judgment of nonprofits' practices and offers a social psychological explanation for why some business‐like practices may be viewed as inappropriate by the public. Specifically, we illuminate the significance of people's normative preferences for communal‐ or market‐focused principles as a basis for determining how an organization should operate and deliver its services. Using an online experiment with a sample size of 1255 participants, we found that: (1) people express a relatively high level of moral acceptance of business‐like practices, but this level is significantly lower than that of nonprofits' societal practices; (2) individuals are more likely to rate business‐like practices that have revenue‐seeking intentions as less acceptable when they believe that an organization should operate and deliver services based on communal principles. Moreover, our findings reveal that people's normative preferences differ more based on the service (e.g., health, microfinance, art) than on the organizational ownership (nonprofit vs. for‐profit).","PeriodicalId":279046,"journal":{"name":"Nonprofit Management and Leadership","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135243843","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Diversifying the workplace in nonprofit organizations: Discourses and perspectives on ethnic diversity","authors":"Sara Elloukmani, Stijn Oosterlynck, Peter Raeymaeckers","doi":"10.1002/nml.21581","DOIUrl":"https://doi.org/10.1002/nml.21581","url":null,"abstract":"Abstract This study analyses the perspectives of nonprofit organizations (NPOs) on workplace diversity. Organizational diversity is a well‐established research topic in both profit management and organization studies, as well as in nonprofit scholarship. However, diversity is often discussed from a managerial point of view and, particularly in nonprofits, with little attention to workplace diversity. Using interview data from 25 Belgian NPOs, we explore how leaders in different types of nonprofits approach workplace diversity, discursively and in their organizational practices. Our analysis is centered around Maier and Meyer's typology on nonprofit governance and aims to understand how workplace diversity is perceived in organizations with a domestic, professionalist, grassroots, and civic discourse. We outline the main diversity perspectives underlying these governance discourses. Our study reveals that the way NPO leaders approach workplace diversity is shaped by their overall governance, resulting in differing discourses that go beyond business or social justice rationales. We conclude that there are various ways in which NPOs differentiate diversity, making it important not only to go beyond a managerial/business and social justice discourse, but also to unpack the different forms in which civic or grassroots discourses for example manifest themselves in the nonprofit sector.","PeriodicalId":279046,"journal":{"name":"Nonprofit Management and Leadership","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135243521","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A <scp>venue‐based</scp> approach to understanding advocacy by environmental nonprofits","authors":"Jennifer A. Kagan","doi":"10.1002/nml.21583","DOIUrl":"https://doi.org/10.1002/nml.21583","url":null,"abstract":"Abstract This article explores the advocacy tactics that nonprofit organizations use to influence environmental policy across five venues: legislatures, regulatory agencies, courts, ballot boxes, and governors' offices. The literature on nonprofit advocacy has grown in recent years, with studies highlighting nonprofits' use of inside and outside tactics, but studies do not consistently link tactics to venues. This article addresses this gap by exploring advocacy tactics within specific venues. Bringing venues to the forefront leads to new insights about nonprofit advocacy, along with why advocates choose certain venues and tactics. Data are based on semi‐structured interviews with 24 environmental nonprofits across three states: Colorado, New Mexico, and Oklahoma. Results illuminate dynamics of nonprofit advocacy including the prevalence of nonprofit reliance on inside and hybrid tactics, insights regarding layers of outside tactics, the roles and implications of advocacy in courts and ballot measures, and nonprofits' infrequent use of venue shifting strategies.","PeriodicalId":279046,"journal":{"name":"Nonprofit Management and Leadership","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134886506","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Challenges encountered by nonprofit employees during the <scp>COVID</scp>‐19 crisis: A mirror reflecting nonprofit leaders' performance","authors":"Chi Kin Kwan, Henry Wai Hang Ling, Michelle Hei Yan Shum, Keith Tsz Wai Wong","doi":"10.1002/nml.21585","DOIUrl":"https://doi.org/10.1002/nml.21585","url":null,"abstract":"Abstract Nonprofit organizations faced enormous challenges in maintaining service operations and fulfilling their responsibilities to their communities during the COVID‐19 pandemic. Good leadership is key to ensuring effective responses and the survival of nonprofits during a crisis. Leaders must maintain the commitment, passion, and dedication of their teams even during uncertain and difficult times. Hence, this study explored the performance of nonprofit leaders during the COVID‐19 pandemic by focusing on the difficulties encountered by their frontline staff. In a qualitative paradigm, three focus group sessions were conducted with 23 social workers from child and youth, family, and elderly care services in Hong Kong. We generated four major themes related to the expectations of nonprofit employees on their leaders: (a) visionary direction, (b) compassionate respect and communication, (c) timely support and guidance, and (d) trustworthy relationship. Our findings revealed the frustration experienced by nonprofit employees and have significant implications for their leaders. Specifically, nonprofit employees expected to receive more guidance, protection, and understanding from their leaders. Using the transformational leadership model as a reference, this study provides suggestions on how nonprofit organizations can effectively address the concerns of their employees during a crisis.","PeriodicalId":279046,"journal":{"name":"Nonprofit Management and Leadership","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135965983","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The role of board skepticism in strengthening nonprofit performance measurement and accountability","authors":"Vincent Bruni‐Bossio, Melanie Kaczur","doi":"10.1002/nml.21582","DOIUrl":"https://doi.org/10.1002/nml.21582","url":null,"abstract":"Abstract We interviewed 21 board chairs of nonprofits with social missions to ask how their organizations assess performance when they cannot adequately track the intangible work by employees or the outcomes of this work. We find that the uncertainty around tracking performance data makes boards skeptical of their ability to assess performance in these organizations. Our study suggests that the skepticism of these boards inspires effective strategies focused on decreasing uncertainty around performance. These strategies include tracking a combination of quantified data, process data, and narratives from employees and clients, and ensuring specific board processes that foster a psychologically safe environment for discussion and checking against cognitive biases. We find boards in these organizations to be aware, engaged, and effective at assessing performance and we suggest that policy makers can be better informed by accessing the knowledge and strategy used by these boards.","PeriodicalId":279046,"journal":{"name":"Nonprofit Management and Leadership","volume":"71 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135965375","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Editor's Note","authors":"","doi":"10.1002/nml.21470","DOIUrl":"https://doi.org/10.1002/nml.21470","url":null,"abstract":"Nonprofit Management and LeadershipVolume 34, Issue 1 p. 11-12 EDITOR'S NOTE Editor's Note First published: 01 September 2023 https://doi.org/10.1002/nml.21470Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onEmailFacebookTwitterLinkedInRedditWechat No abstract is available for this article. REFERENCES Billis, D. (2010). Hybrid organizations and the third sector: Challenges for practice, theory and policy. Palgrave Macmillan. Brandsen, T., van de Donk, W., & Putters, K. (2005). Griffins or Chameleons? Hybridity as a Permanent and Inevitable Characteristic of the Third Sector. International Journal of Public Administration, 28, 9–10. Bryson, J. M., Gibbons, M. J., & Shaye, G. (2001). Enterprise schemes for nonprofit survival, growth, and effectiveness. Nonprofit Management and Leadership, 11(3), 271–288. Carré, B., Suykens, B., & Verschuere, B. (2021). Balancing Legitimacy in a Context of Nonprofit-Business Hybridity: The Case of the Flemish Wellbeing and Social Economy Sector. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 32(5), 944–963. Dart, R. (2004). The legitimacy of social enterprise. Nonprofit Management & Leadership, 14(4), 411–424. Gibbons, J., & Hazy, J. K. (2017). Leading a large-scale distributed social Enterprise: How the leadership culture at goodwill industries creates and distributes value in communities. Nonprofit Management and Leadership, 27(3), 299–316. Min, B. H. (2022). Hybridization in government–civil society organization relationships: An institutional logic perspective. Nonprofit Management and Leadership, 32(3), 409–428. Reisman, L. M. G. (2018). Managing amidst mosaic: Integrating values and rationalization in the nonprofit arts. Nonprofit Management and Leadership, 28(4), 453–470. Skelcher, C., & Smith, S. R. (2015). Theorizing hybridity: Institutional logics, complex organizations, and actor identities: The case of nonprofits. Public administration, 93(2), 433–448. Smith, W. K., & Besharov, M. L. (2019). Bowing before dual gods: How structured flexibility sustains organizational hybridity. Administrative Science Quarterly, 64(1), 1–44. Suykens, B., De Rynck, F., & Verschuere, B. (2019). Nonprofit organizations in between the nonprofit and market spheres: Shifting goals, governance and management? Nonprofit Management and Leadership, 29(4), 623–636. Young, D. R. (2001). Organizational Identity in Nonprofit Organizations: Strategic and Structural Implications. Nonprofit Management & Leadership, 12(2), 139. Volume34, Issue1Fall 2023Pages 11-12 ReferencesRela","PeriodicalId":279046,"journal":{"name":"Nonprofit Management and Leadership","volume":"152 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135049705","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Combining profit and purpose: Paradoxical leadership skills and social–business tensions during the formation and sustenance of a social enterprise","authors":"K. Gopakumar, Vishal K. Gupta","doi":"10.1002/nml.21580","DOIUrl":"https://doi.org/10.1002/nml.21580","url":null,"abstract":"Borrowing from paradoxical leadership literature and using the case of a social enterprise formed from a traditional nonprofit, the present study identifies a set of multilevel skills that helped the leader address the two social–business tensions, namely, continuance as a nonprofit and the forming of a social enterprise and the sustenance of a social enterprise and preventing the drift towards a for‐profit orientation during the formation of social enterprise and in its sustenance thereafter. The individual‐level paradoxical leadership skill of balancing idealism and pragmatism, the organizational‐level paradoxical leadership skill of navigating organizing contradictions, and the societal‐level skill of gauging societal developments and their organizational implications helped address the two different manifestations of social–business tensions during the formation and sustenance of a social enterprise. Implications for paradoxical leadership, social–business tensions, and social enterprise literature are discussed.","PeriodicalId":279046,"journal":{"name":"Nonprofit Management and Leadership","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126322663","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Volunteer omnichannel behavior in nonprofit organizations: Key antecedents and implications for management","authors":"Vanessa Mato-Santiso, Marta Rey-García, M. J. Sanzo-Pérez","doi":"10.1002/nml.21579","DOIUrl":"https://doi.org/10.1002/nml.21579","url":null,"abstract":"The purpose of this research consists of identifying the antecedents that may influence the adoption of omnichannel behavior by volunteers. This behavior can be understood as the interchangeable use of online and offline channels, providing volunteers with multiple contact points with nonprofit organizations. To this end, we first propose a conceptual model based on Clary et al.'s motivations framework and other relevant literature. Second, we test our model through quantitative‐based research, employing an online questionnaire with a representative sample of 7822 volunteers working for the Spanish Red Cross. We then carry out a hierarchical cluster analysis to group similar volunteers into clusters according to the use they make of the different offline and online channels, followed by an ordered logistic regression analysis to test the hypotheses proposed. First, two volunteer profiles are identified: offline‐oriented volunteers with low or no omnichannel behavior, and online‐oriented volunteers with high or very high omnichannel behavior. Second, our results suggest that some types of motivations among volunteers (understanding the nonprofit, career or employment opportunities, the advice of family, friends, and acquaintances, and protective reasons), as well as the sense of belonging, perceived usefulness of new technologies, social influence and having feedback channels, all positively influence the adoption of omnichannel behavior by volunteers. Additionally, our findings reveal different effects for the two clusters identified. Finally, and using a contingency approach, implications for nonprofit–volunteer relationship management are drawn.","PeriodicalId":279046,"journal":{"name":"Nonprofit Management and Leadership","volume":"76 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123506058","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Donors' giving decisions toward nonprofit commercialization: Do commercial form and intensity matter?","authors":"ChiaKo Hung, Ben Suykens","doi":"10.1002/nml.21577","DOIUrl":"https://doi.org/10.1002/nml.21577","url":null,"abstract":"","PeriodicalId":279046,"journal":{"name":"Nonprofit Management and Leadership","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133803869","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Endowment building and use by nonprofits: An integration of theory and practice","authors":"Todd L. Ely, Juniper Katz, Thad D. Calabrese","doi":"10.1002/nml.21578","DOIUrl":"https://doi.org/10.1002/nml.21578","url":null,"abstract":"","PeriodicalId":279046,"journal":{"name":"Nonprofit Management and Leadership","volume":"50 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123010115","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}