Leadership succession and the performance of nonprofit organizations: A fuzzy‐set qualitative comparative analysis

Leadership succession is critical to the performance of nonprofit organizations. Existing research has mostly treated leadership succession as an instantaneous event, and it has examined the independent effects of certain factors on organizational performance. However, little research has focused on the combinations of causally relevant factors. This article integrated organizational life cycle, resource dependence, and institutional theories, as well as the organizational fit literature, to explain how contextual and strategic factors combine to affect postsuccession performance. A fuzzy‐set qualitative comparative analysis (fsQCA) was used to analyze 15 succession events in Chinese environmental nongovernmental organizations (NGOs). The study identified four pathways to good NGO performance after succession. It also highlighted that it is not succession per se but the succession context (i.e. founders' control, board governance, professionalization, and political environment) and the strategic orientations of the successor that affect postsuccession performance in nonprofit organizations.     

The Relationship between Provision of Membership Benefits and Fulfillment of Representational Roles in Nonprofit Advocacy Membership Organizations

This article explores the ways nonprofit advocacy membership organizations can manage their resource dependence on members and fulfill the organizations' representational roles, focusing on the provision of membership benefits. Membership organizations rely on financial or other resources from members and thus are constrained by them. For a nonprofit that aims to primarily speak for members, constraints by members may help to focus organizational attention on members' interests. Contrarily, for a nonprofit that aims to mainly represent broader constituents, members' constraints may hamper an organization's ability to advocate for broader constituents because members do not necessarily share the same policy goals with broader constituents. The provision of membership benefits can be a useful strategy for organizations to fulfill their representational roles and to satisfy and engage members, because people often join an organization to enjoy certain membership benefits. For an empirical analysis, this study collected a large‐scale data set through web and mail surveys of nonprofit advocacy organizations across the United States. The mixed‐mode surveys achieved a 57.5 percent response rate (729 responses). The survey and regression analysis results show that member‐serving nonprofits providing members with opportunities to participate in advocacy work are more likely to represent members' interests directly. Although broader constituency‐serving nonprofits tend to prioritize members' opinions, these organizations are more likely to adhere to the mandates of broader constituents when providing selective material membership benefits. However, when providing purposive membership benefits, these nonprofits are more likely to represent members' opinions.     

Engaging stakeholders through social networking: How nonprofit organizations are using Facebook

Since social networking sites, such as MySpace and Facebook, began allowing organizations to create profiles and become active members, organizations have started incorporating these strategies into their public relations programming. For-profit organizations have used these sites to help launch products and strengthen their existing brands; however, little is known about how nonprofit organizations are taking advantage of the social networking popularity. Through a content analysis of 275 nonprofit organization profiles on Facebook, this study examines how these new social networking sites are being used by the organizations to advance their organization's mission and programs. Solely having a profile will not in itself increase awareness or trigger an influx of participation. Instead careful planning and research will greatly benefit nonprofits as they attempt to develop social networking relationships with their stakeholders.     

Tita Aida and Emerging Communities of Gay Men:

This article describes and analyzes the development of two gay men's organizations in Metro Manila, the Philippines. The members, who are predominantly salaried professionals, represent an emerging subculture among "men who have sex with men," self-identifying as gay. The HIV/AIDS epidemic, while eliciting different responses from the two organizations, is described as pivotal in challenging the groups' ethos about sexual identity, behavioral change, and community organizing. The potentials, as well as limitations, for further development of these groups are discussed.     

Common Agency in Nonprofit Advocacy Organizations

Most theories of nonprofit organizations and nonprofit leadership recognize the multitude of stakeholders—including board members, donors and volunteers, funders, the media, and policy makers—that organizational leaders must contend with in doing their work. For nonprofits engaged in advocacy, demands from stakeholders may be even more challenging to meet. Although stakeholder theory recognizes the effect of various groups on an organization, it does not explain how leaders manage the preferences of their often‐competing stakeholders while they make choices for the organization. This study develops a common agency framework, evaluating the roles of three groups crucial to nonprofit advocacy organizations: the organization's board of directors, elected officials, and donors/members. The common agency framework is then illustrated with interviews with leaders of nonprofit advocacy organizations in California. Findings suggest that the leaders of these groups have a significant amount of discretion in guiding their organizations’ activities and operations.     

The Exclusiveness of the Political Field: Networks and political mobilization

This paper applies social network analysis to three case study social movement organizations based in the north of England: a local Labour Party branch, an environmental group, and a conservation group. Using a postal survey of members, we chart the extent of ties between members of these three groups, indicating how each group has its own internal social dynamics and characteristics that are related to the nature of the movement organizations themselves. We explore how the network structures interrelate with the socio-demographic structure of the membership of the three organizations, and we show there are important differences in the way that core members of the three organizations are recruited compared to those who are either peripheral or isolated. Our paper is the first to analyse the networks of whole populations of case study organizations in the UK, and can therefore be read as developing the potential of social network analysis for case study research and for understanding social movements. Analytically we argue it is important to distinguish two different types of ways that networks are important. They can be seen as offering resources for mobilization, or they can be seen as providing a means of integrating particular types of individuals into organizations. It is this latter sense that offers a more fundamental role for network analysis, and we argue that it offers an important way of developing insights from resource mobilization theory by relating them to Bourdieu's provocative arguments regarding the exclusiveness of the political field.     

Capacity Building Contributions of Short-Term International Volunteers

Previous research suggests that international volunteer service may have both positive and negative effects on host organizations. Applying a capacity-building perspective, this study uses semistructured interviews to ask staff in hosting organizations to identify the main outcomes of short-term volunteer service. These views were compared with perspectives of staff from matched organizations that do not host international volunteers. Findings suggest that international volunteers may increase organizational capacity by supplying extra hands, providing technical and professional skills, contributing tangible resources, and enhancing intercultural understanding. Volunteers may also challenge organizations as they absorb staff time and resources. Staff members from both types of organizations identify individual and institutional variables that may affect the quality of these outcomes, including volunteers' language capacity and the intensity of the service placement.     

The emergence of social enterprises through the initiative of self-organized citizens: an analysis starting from Olson's approach to the logic of collective action

This article provides indirect empirical evidence with which to verify whether the logic of collective action maintained by Olson represents a sound theoretical approach to social enterprises. Our hypothesis is that, if a positive effect of participation in social enterprises on pro-social attitudes of members exists, when considering these organizations we should move from the approach proposed by Olson to the one proposed by Putnam, in the Tocqueville tradition. Overall, the existing empirical and experimental evidence seems to suggest that Putnam's approach to voluntary organizations is better able than Olson's to capture the organizational behavior of social enterprises, confirming that initiatives by self-organized citizens should be considered a possible convincing explanation for their emergence.     

Exploring structure-effectiveness relationships in nonprofit arts organizations

The authors examined nineteen nonprofit performing arts organizations, investigating the distribution of influence among organizational members, the grouping of volunteers and staff in organizational structures, and the effectiveness of the organizations. The organizations' effectiveness was assessed using multiple performance indicators. The analysis revealed five groupings or configurations of influence, which correlated to the organizations exhibiting the highest and lowest levels of organizational effectiveness. The authors conclude that a variety of structures are associated with good performance but structural dysfunctions are associated with organizational failure, and that members' commitment to an organization's structure is an important element of success.     

Leadership within Australian voluntary sport organization boards

This article applies leader‐member exchange theory to the study of dyadic relationships between leaders (board chairs and paid executives) and members (volunteer board members) within the boards of Australian voluntary sport organizations. The article specifically examines leader‐member exchanges within a sample of six Queensland State sport organizations and their relationship with board performance. It was found that leadership within voluntary sport organization boards emanates from either board chairs or executives and that when the individuals fulfilling these roles are able to develop a mature working relationship, the board's ability to perform is enhanced. These findings extend our understanding of the importance of leadership roles held by volunteers and paid professionals for the achievement of organizational outcomes.     

Using Theory-Based Constructs to Explore the Impact of Greek Membership on Alcohol-Related Beliefs and Behaviors: A Systematic Literature Review

By charter, national Greek organizations (ie, fraternities and sororities) place an emphasis on upholding personal integrity, academic scholarship, and development of campus leaders. Recent concerns, however, assert that the drinking behaviors of members of Greek organizations are antithetical to the mission of their universities. Objective: The author's purpose in this review was to systematically examine scientific literature addressing the effect of Greek affiliation on alcohol-related beliefs and behaviors. The internal and external influences affecting Greek members' alcohol-related beliefs and behaviors are organized into a frame-work of various health behavior theories, based on the ecological perspective's levels of influence. Results: Results provide a broad perspective into the individual characteristics, social peer network, and environmental aspects influencing alcohol-related behavior among Greek members. Findings suggest that Greek members comprise a subgroup that consumes alcohol in greater quantities, underscores and misperceives the risks of alcohol abuse, and emulates a social environment and culture in which drinking alcohol is a key part of life.     

Bureaucratization and Goal Succession in Alternative Organizations

Abstract

A review of the literature of counterculture-inspired efforts at organizing alternatives to commercialism and technocracy reveals that the duration of many of these organizations was quite short. However, in spite of a general fading away of the larger counterculture, some of these efforts did indeed survive. Among the survivors are the crisis centers, organizations originally seeking to provide nondirective, empathetic, problem-solving help to individuals undergoing a personal crisis. An analysis of a sample of crisis centers based in midwestern states reveals that the internal structure of most of them has, with the passage of time, become increasingly formalized. Furthermore, many of these alternative organizations now serve persons who are less socially marginal and more socially acceptable than were the centers' original clients. Our results seem to suggest that, for both internal organizational reasons and external societal reasons, such groups may provide feelings of worth for their members but often change their initial goals somewhat. Also, despite their initial commitment to a less bureaucratic structure alternative organizations in fact become more bureaucratic.     

Re‐inventing the Gendered Organization: Staff Attitudes towards Women and Gender Mainstreaming in NGOs in Malawi

Gender inequality within non‐governmental organizations (NGOs) is constructed on a daily basis through the gendered norms, attitudes and practices of individuals within them. The continual re‐invention of a gendered organization ensures the maintenance of the status quo and therefore the privileging of male/masculine interests over female/feminine interests. Gender mainstreaming is an approach designed to alter the status quo and facilitate women's empowerment. In Malawi, many NGOs have adopted gender mainstreaming as a strategy to address gender inequality both within their organizations and with the communities where they work. Gender mainstreaming initiatives involve a variety of activities including hiring more women staff members, designing policies within the organization to promote gender equality and educating staff members about gender issues through training workshops. While these strategies represent important steps forward for gender equality, it is not clear to what extent these policies and initiatives are translating into meaningful change within the organization.     

Analyzing Politics and Change in Women's Organizations

Research on women's political action too often passes over women's organizations that do not officially adopt a feminist ideology and do not explicitly set out to change gender power relations. Based on implicit notions that such women's organizations are nonpolitical (or less interesting), the research often supports a false dichotomy between feminist and nonfeminist organizations rather than illuminates women's common political ground. This study addresses women's collective action, politics and change by focusing on the case of Nicaraguan Mothers of Heroes and Martyrs - women who lost a son or daughter in the revolution or Contra War. Although some members in Matagalpa critiqued male domination, the organization itself did not set out to challenge the gendered division of labor; indeed, their collective demands relied upon and in many ways reinforced traditional gender identities. I argue that such movements are important to feminist political analysis. As I demonstrate in this article, an organization's lack of an official feminist ideology does not mean that individual members do not express interests, identities and ideals that challenge the gendered status quo. Such research, however, requires a nuanced approach, recognizing women as both accommodating and resisting gendered social structures. Thus, this study challenges the dominant feminist-feminine dichotomy by demonstrating that women's collective action is not only per se political (and politically important) but may also challenge as well as reinforce gendered power structures.     

Evaluation,Accountability and Clinical Expertise in Managed Mental Health Care

In this article, the author identifies a number of policies and practices of managed mental health care organizations that, if allowed to continue unchecked, will have deleterious effects upon the American family. Since this industry is not regulated by either state or federal statutes, managed care organizations have had free reign to disallow coverage for a variety of DSM-III-R diagnostic categories and V-Code conditions. Some organizations severely limit the number of collateral contacts their therapists can schedule with clients' family members and others prohibit their therapists from working with more than one family member at any given time. The author also highlights the complex relationship that exists among insurance companies, managed care organizations, the medical profession and the pharmaceutical industry. He then offers some hypotheses about the nature of these relationships and the reasons for their existence. Finally, the author calls for social work to take an active role in bringing these issues to public awareness and suggests that social workers become advocates for the American family in this era of managed care.     

Bureaucratic Role Characteristics and Member Affective Response in Organizations*

This study examines the relationship between three bureaucratic role-structure dimensions and affective responses in organizations. Contrary to much theory, it is hypothesized that formal structuring of activities has a positive effect on members' satisfaction and perceived climate; consistent with bureaucratic theory, it is hypothesized that both role constraints and rule enforcement have negative effects. Results from a sample of 332 members of work organizations largely support this model. In addition, structural analysis techniques demonstrate no significant group-level effects, suggesting that the influence of bureaucratic structure is mediated largely through individual roles. These results demonstrate contradictory, rather than consistent negative, effects of bureaucratic structure on members. Specifically, members react favorably to well-delineated rules, though they dislike the restricted autonomy and personal enforcement that generally accompany them.     

Beneficiaries’ participation in development organizations through local partners: A case study in Southern Africa

In a case study of one European non‐governmental organization (NGO) (data obtained from 10 staff members in Europe and Southern Africa, and 19 representatives of local partner organizations) we investigate whether the involvement of the partners in local and ‘northern’ policy‐making affects their perception of the governance quality of their organizations and that of the European donor organization, as well as the perception of the NGO's staff members. The answer is positive as to the local organizations, but local partners (as representatives of the eventual beneficiaries) are hardly involved in decision‐making at donor level. Finally, the presence of specific participation mechanisms seems to be more affected by beneficiary country factors than by activity‐related influences.     

Board Accountability: Lessons from the Field

Accountability has become a major issue in the nonprofit sector. Numerous external and internal approaches to strengthening performance in this area exist, and many nonprofit boards expect their executives to account foruse of their organizations' resources. However, few boards apply any such expectations to themselves. Qualitative analysis of records from interviews, consultations, and meeting observations with 169 board members of thirty‐four diverse nonprofit organizations revealed six sets of practices that foster board accountability. They include setting clear expectations and standards for the group and for its members, actively using policies regarding conflicts of interests, identifying and staying focused on priorities, maintaining strong two‐way communications directly with constituency groups, conducting assessments of meetings and board performance, and experimenting intentionally with new approaches to their work. The experiences of these boards provide numerous examples of practical steps that others may consider when they seek to increase the value they add to their organizations as well as to strengthen public trust.     

Who Do You Say That I Am? A History of How Religion Communicators Have Often Avoided “Public Relations”

ABSTRACT

This article argues that Religion Communicators Council members have historically avoided identification with public relations—especially practices associated with Edward Bernays. Council members appear to consider Bernays’ research-based approach evil and manipulative. Instead, religion communicators follow in Ivy Lee's footsteps. The one-time journalist promised to provide honest, accurate news about his clients, not advertising. Comments in council documents have shown that since 1929 members describe themselves more as technicians and in-house journalists who provide news about their organizations than as management-level public relations counsels. These comments reflect Lee's 1905 Declaration of Principles and a public-information approach to public relations.