There is an increasing interest from scholars and practitioners in understanding how non-profit organizations can design and implement human resources (HR) practices to enhance desirable volunteer ...attitudes and behaviors. This paper presents a comprehensive overview of existing studies on the relationship between HR practices and volunteering outcomes. We use the ability-motivation-opportunity model as a guiding framework to systematically integrate current knowledge on this topic. We identify gaps in existing research and offer detailed suggestions on how scholars can further enhance knowledge on how HR practices can lead to beneficial outcomes for both volunteers and non-profit organizations.
The academic study of philanthropy presupposes a comprehensive definition that guides inquiry into what, exactly, philanthropy is and why it matters. At present, though, no such well-thought-out ...definition exists. Scholars tend to explore various facets of philanthropy, according to their particular academic interests, but without a comprehensive understanding of its full meaning. This article attempts to correct this lack of synoptic understanding by surveying prominent instances of usage and definitions of philanthropy in the modern era and synthesizing them into a overall framework for understanding its full modern meaning. In so doing, philanthropy is revealed to be a signal word, the evolution in the meaning of which reflects historically dominant philosophical and cultural trends in modern Western society. The subject of this article is further explored in a forthcoming article, to be published in the next issue of Nonprofit and Voluntary Sector Quarterly, titled “On the Classical Meaning of Philanthrôpía.”
Do donors seek out potentially adverse information about organizations making fundraising appeals? Do they react when it is readily available? Do they draw negative inferences when critical ...information is not available? To answer these questions, we consider previously unexamined large-scale natural experiments involving U.S. charitable organizations—tax-exempt organizations that file Internal Revenue Service (IRS) Form 990. Using standard difference-in-differences designs, we find that donors penalize organizations with high fundraising costs when there is mandatory disclosure or involuntary disclosure by a third-party reporter. Organizations with lower fundraising costs fundraise more successfully in the presence of these disclosures. The contrast with donors’ behavior when such information is not available suggests that donors do not draw correct inferences when potentially consequential information is not disclosed. Disclose-on-request requirements, in contrast, apparently do not have any significant impact on donors’ or organizations’ behavior. We then sketch implications for the regulation of donations to charities and their modern cousins, such as crowdfunding and social enterprise organizations.
Nonprofit Virtual Accountability Dumont, Georgette E.
Nonprofit and voluntary sector quarterly,
10/2013, Letnik:
42, Številka:
5
Journal Article
Recenzirano
This article introduces the Nonprofit Virtual Accountability Index (NPVAI) as a tool for nonprofits to strategically plan their online accountability, as well as for researchers to empirically ...analyze nonprofit Web sites. The index is developed first from the theoretical literature on nonprofit accountability, on government virtual accountability, and on best practice in website design. An exploratory factor analysis is then carried out on the index adapted from these sources. The nonprofit virtual accountability components identified were accessibility, engagement, performance, governance, and mission. The index is applied to nonprofits in Illinois to test its validity. The findings confirm the validity of the index as a tool to measure nonprofit virtual accountability.
One distinctive contribution nonprofit entrepreneurship research brings to the broader domain of nonprofit studies is an explicit focus on the process of new nonprofit organizational emergence. This ...article asserts that in order for nonprofit entrepreneurship scholarship to continue to evolve, it is necessary to focus more on what happens before a new nonprofit is formally founded, during the so‐called nascent phase. Using conceptual as well as empirically derived arguments, this article illuminates why nascent nonprofit research is necessary and valuable to nonprofit entrepreneurship scholarship and highlights promising areas for future research.
This paper explores what motivates nonprofit and business managers to engage in nonprofit‐business partnerships. We use a relational‐based lens to look at how the motives of nonprofit and business ...managers influence the intensity of interpartner involvement and commitment. Using survey data collected from senior managers involved with nonprofit‐business partnerships in the Netherlands, we find that the motive of joint problem solving is the primary motive for managers to engage in partnerships. Nonprofit managers are primarily motivated to acquire knowledge and financial resources, while business managers enter partnerships for Corporate Social Responsibility (CSR) and image improvement reasons. Our quantitative findings also refine the dichotomy of instrumental and moral motives by introducing a second dimension: the expected impact of motives (from low to high). Evidence shows that the motives help determine the nature of the partnership: low‐social impact motives are associated with collaborations with a low degree of inter‐partner involvement, while high‐social impact motives lead to partnerships where there is a high degree of inter‐partner involvement.
Quantitative and qualitative analysis of research data collected over three years at a nonprofit public higher education institution and its community, along with a review of relevant literature, ...revealed the need for a new framework to guide economic and social value creation by utilizing the social capital held by nonprofit institutions. The study integrated research outcomes from the areas of social capital and institutional–stakeholder engagement to generate the new concept of strategic engagement management and a proposed Strategic Engagement Framework. This framework should help nonprofit organizations deploy their social capital for institutional and societal benefit by facilitating institutional–stakeholder collaboration. The study also tested the utility of implementing one component of the proposed framework: a structure for mapping, maintaining, and evaluating a portfolio of institutional engagement activities.
Nonprofit organizations are increasingly relying on temporary project teams to carry out their activities. Time is of the essence with such endeavors. Diverse individuals join a project team and work ...through several phases in order to reach their goal. Because team needs will fluctuate over time, the focus of leadership is also likely to change. Unfortunately, very little is known about these dynamics, because research has overly focused on the individual characteristics of leaders. In this study, we gained access to archival data on the interactions among the individuals working on a temporary project team, which allowed us to compare how both task‐ and person‐focused leadership evolved over time. We found that both types of leadership increase in intensity over the lifetime of the project, but also that the need for person‐focused leadership is greater later on, while task‐focused leadership is prevalent at earlier stages. Our results help generate key insights for both the theory and practice of project team leadership.
This paper links the fundraising success of nonprofit organizations to their marketing process. Financial and non-financial dimensions of fundraising performance are included in the study, as to ...demonstrate both aspects of the intended outcomes. The empirical part of the paper is based on research focusing on Croatian humanitarian organizations and employs the Structural Equation Modeling (SEM) methodology to assess the hypotheses regarding the positive influence of the nonprofit marketing activities on two dimensions of fundraising performance. In addition, the paper discusses and empirically verifies the influence of fundraising feedback on the (re)definition of marketing activities. Implications for nonprofit marketing and management practice(s) are discussed, along with recommendations for future research.
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