How does a board of directors influence within‐ and cross‐sector nonprofit collaboration?

Board members play a significant, yet largely unexamined, role in nonprofit collaboration. Processes, such as finding prospective partners, creating common ground with a partner, and establishing appropriate collaborative governance implicate nonprofit board members. In contrast to the scholarship of the role of interlocking directorates as potential networks for nonprofit collaboration, this paper examines the role of board members' social and human capital on nonprofit collaboration with other nonprofits, businesses, and government agencies. Drawing on online survey data from 636 nonprofit organizations, this paper finds that board social capital—but not board human capital—is positively related to the presence and number of within‐sector and cross‐sector nonprofit collaboration. However, board human capital enhances nonprofit‐government collaboration, when board social capital is also high. The results provide a novel perspective in nonprofit collaboration and board management research.     

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.     

Hospice of the Red River Valley: A nonprofit's response to for‐profit competition

Research of nonprofit versus for‐profit competition points to potential quality and access advantages of the nonprofit, tied to shared community values leading to enhanced social capital and legitimacy, whereas the for‐profit is known for cost and scale advantages. However, the prevailing mode of thinking in mixed‐form competitive contexts urges nonprofits to become “more businesslike” and imitate for‐profit attributes. This qualitative study of a nonprofit organization facing new for‐profit competition illustrates that while it is possible and advisable to learn from for‐profit competitors, it is not necessary or even desirable for the nonprofit to abandon its own unique advantages. Although nonprofits should be increasingly sensitive to cost and scale advantages, they do not have to imitate for‐profit attributes and play the low‐cost game. A competitive response to for‐profit challenges that is carefully crafted and executed based on the unique advantages of the nonprofit organization can truly win the day.     

Theorizing CSA’s impact on nonprofit stewardship: New challenges for ethical corporate partnerships and issue engagement

Corporate social advocacy (CSA) scholarship has helped public relations scholars and practitioners better understand business engagement in multiple contentious issue contexts (e.g., Dodd & Supa, 2014; Rim et al., 2020; Waymer & Logan, 2021). Nonprofit organizations, while often having similarly public platforms, significant resources, and the will to engage in polarizing issues outside of their core purpose or purview, have, to date, not been a part of this theoretical framework. This paper serves to theoretically link nonprofit organizations to polarizing issue discourse—while maintaining their distinct facets and relational/stakeholder needs—by developing Polarizing Issue Stewardship. This new construct shifts the perspective of nonprofit stewardship strategies, originally developed by Kelly (1998) to a contentious issue context. The new construct provides insights for both theory and praxis of nonprofit communication.     

Toward the Importance of Nonprofit Brand Equity

Various brand evaluation approaches assess the value and equity of for‐profit brands; accordant approaches for nonprofit brands, however, have been limited, and there is disagreement on what makes up a strong brand in the nonprofit sector. In response, this article provides insights into the conceptualization and operationalization of stakeholder‐based nonprofit brand equity and derives an initial measurement index. We conceptualize nonprofit brand equity as having three dimensions—nonprofit brand awareness, nonprofit brand trust, and nonprofit brand commitment—thereby empirically investigating trust in nonprofit brand equity building for the first time. The methodological procedure for building the index is based on partial least squares path modeling, and we draw on a sample of forty brands (N = 3,617 brand evaluations) identified as some of the best‐known nonprofit brands in Germany. Applying the index yields some of the strongest German nonprofit brands; for example, German Red Cross has by far the highest value of brand equity, followed by Aktion Mensch and UNICEF. The nonprofit brand equity index provides the basis for nonprofit managers to compare their brands’ performance over time and develop accordant branding strategies; it can be also used by organizations from other countries.     

Promoting social innovation amidst organizational complexity: Case study evidence from the German Red Cross

Social innovation is concerned with the creation and implementation of new solutions to social problems. Although research commonly frames social innovation as the domain of small, entrepreneurial organizations, an increasing number of large and well-established nonprofit organizations have started actively launching their own innovation initiatives. Using a case study of social innovation ventures within the German Red Cross (GRC), this study identifies organizational hurdles and viable management strategies targeting the promotion of social innovation within particularly complex organizations. Based on our results, we develop a conceptual framework highlighting that promoting social innovation in established organizations requires simultaneous attention to multiple dimensions of leadership and governance. Our study thereby offers a blueprint for management strategies that can guide nonprofit leaders in their quest to promote social innovation from within their organization.     

Pathways to sector selection: A conceptual framework for social enterprises

As hybrid organizations with financial and social objectives, social enterprises must balance competing logics for governance, stakeholders, and outcomes when considering organizational design and structure. The existing legal landscape for organizations exacerbates this dilemma by forcing social enterprises to incorporate as either a nonprofit or for‐profit organization. This research examines the entity formation process for social enterprises by presenting sector choice as an interaction among four factors: equity financing, organizational lineage, human capital, and funding environment. Using a qualitative comparative case analysis, this research demonstrates that contingent factors drive sector choice when legal incentives and institutional pressures are unclear. For those choosing nonprofit forms, the status of the parent organization—the organizational lineage—is determinative. For those operating in the for‐profit context, human capital is predictive. The resulting conceptual framework contributes to existing organizational theory on hybrid organizations by presenting the sector selection process as independent of the motives or legal incentives typically associated with sector choice. This research concludes with a discussion on the advantages of delaying the formal sector declaration process.     

Human resource management,employee engagement,and nonprofit hospital performance

Human resource management (HRM) has been shown to impact organizational performance, but more research is needed on particular human resource (HR) practices in nonprofits and their effect on performance. In this article, we explore one HRM practice argued to influence performance, employee engagement in decision‐making, examining whether involving staff at different levels of a nonprofit affects nonprofit organizational performance. Drawing on data from a 2011 study of nonprofit hospitals, we find employee engagement has a positive influence on managerial and stakeholder perceptions of organizational performance. Employee engagement in decision‐making is also related to objective nonprofit performance measures, although the effects are less consistent. We conclude by discussing the implications of these findings for nonprofit research and practice.     

Social Media Management

Do foundations effectively use social media to engage stakeholders? Do usage and engagement vary by foundation type? This article has been written to stimulate discussion and research about social media use and user engagement by foundations beyond measuring social media presence. We analyzed Facebook usage and stakeholder engagement for three types of foundations: community, corporate, and independent grant‐making foundations. We found that although community foundations are more likely to have a social media presence, corporate and independent foundations are more likely to use Facebook and to effectively engage stakeholders. Findings illuminate the need to understand social media usage and engagement in addition to presence. We discuss potential benefits of social media use and provide practical communication management recommendations for nonprofit practitioners.     

External environmental change and transparency in grassroots organizations in China

As the nonprofit sector emerges in China, so too do the concerns about nonprofit transparency. In response to calls for increased nonprofit information disclosure and the lack of related research, this study examines changes in transparency of Chinese grassroots nonprofit organizations. Using the first national Survey of Transparency on Grassroots Organizations (2013–2015), this study finds that Chinese grassroots nonprofit transparency has increased in the past few years. Applying resource dependence theory in China‐specific social contexts, this study highlights the importance of external resource to nonprofit transparency. These findings contribute empirical evidence to the nascent literature on nonprofit transparency and provide implications for enhancing nonprofit transparency in China and beyond.     

Terms of engagement: Facebook and Twitter use among nonprofit human service organizations

This study uses Lovejoy and Saxton's (2012) hierarchy of engagement to analyze how nonprofit human service organizations use Facebook and Twitter to engage stakeholders. Their framework has not been applied to this nonprofit subgroup, and most previous scholarship on this topic focuses on just one platform. We also contribute by drawing on organizational theory to better understand variation in the modes of engagement organizations emphasize. Based on our analysis, we add new subcategories to the hierarchy of engagement. In addition, we find that compared to other nonprofit subgroups examined in previous research, the organizations in our sample placed a greater emphasis on using social media messages to ask stakeholders to take action. We report only modest variations in how organizations were using Facebook and Twitter. Finally, according to our results, resource dependence and stewardship theories help explain the modes of engagement organizations prioritize.     

A New Focus on Nonprofit ­Entrepreneurship Research

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.     

University Civic Engagement with Community-Based Organizations

Abstract

This article compares and contrasts two case studies of large research universities involved in civic engagement projects with urban nonprofit community-based organizations and neighborhood associations. The article uses a community building framework in which organizational, interorganizational, and community-level features are examined. The study found that each university used a different approach through which to achieve a university-community partnership. A dispersed model favored an entrepreneurial approach for individual faculty and student involvement, while the coordinated model requested faculty and students from different departments to work together toward a community-driven goal. The extent to which these different models of civic engagement delivered what community organizations wanted was based on five factors: (1) the university's geographic proximity to a tar get low-income neighborhood, (2) leadership for institutional social commitment, (3) use of community-based research, (4) funding as a social strategy, and (5) a flexible curriculum. Challenges faced by faculty, students, and practitioners are addressed, and directions for future research are suggested.     

A framework for understanding how nonprofits shape our physical environment: Identifying allies in making spaces

Research exists on the role of nonprofits directly shaping open spaces and preserving elements of the built environment, but the larger landscape of nonprofits that directly and indirectly shape the larger physical environment is less well understood. Although legislation exists to help protect and preserve natural spaces, nonprofits play a crucial role in carrying out work to protect and shape the natural and built components of the physical environment. Furthermore, nonprofit work that shapes public spaces is, by default, an attempt to reshape social environments and values through interventions in the physical environment. This is particularly important as the relationship between the physical environment and societal outcomes related to public health, human behavior, and sustainability is clear. Using past research by the authors, a review of related literature, and a localized case study, we refine a theoretical framework to better describe and understand the breadth of nonprofits that are shaping the physical environment. In doing so, we create a tool to help nonprofit managers identify and better engage allied stakeholders.     

How individuals use nonprofit organizations’ social media pages: Understanding functions of and networks from individual posts for social change

Previous research has regarded social media pages of nonprofit organizations (NPOs) as the organizations’ strategic space for public engagement and further collective action. However, individuals may take advantage of organizations’ pages to form networks beyond the organizations to achieve their own goals, extending their engagement to connective action. Based on content analysis of individuals’ posts on 100 NPOs’ social media pages, this exploratory study develops an original categorization scheme and reveals unique functions of and diverse networks initiated from such posts. In this way, this study combines research on public relations and connective action and captures the transformed roles and dynamics of the public and the organizations as they work toward social change.     

Conducting and utilizing evaluation for multiple accountabilities: A study of nonprofit evaluation capacities

This article combines the evaluation capacity building and nonprofit accountability literature to examine how nonprofits use evaluation data to address stakeholder expectations. Our study investigates how staff competency, technological resources, learning climate, and strategic planning influence a nonprofit's ability to demonstrate upward, lateral, and downward accountabilities. Results indicate different combinations of evaluation capacities matter more for particular stakeholder groups. We argue a more integrative nonprofit accountability requires that managers and staff know how to utilize evaluation results for internal and external audiences. Nuances between specific evaluative capacities and their influences on multiple accountabilities suggest several implications for practice.     

Managerial Control and Strategy in Nonprofit Organizations: Doing the Right Things for the Wrong Reasons?

This article presents the second stage of a study that engages with the debate that has occurred within the nonprofit literature about the propensity and relative merits of nonprofit organizations adopting for‐profit approaches to management. Specifically, this qualitative investigation examines the ways in which nonprofit organizations use management control when implementing their chosen strategies. Although this topic has been the subject of considerable attention in the management accounting research, it has rarely been explored within a nonprofit context. This is surprising not only because of the considerable social and economic impact of this sector, but also because of the apparent trend toward sectoral convergence in many structural and processual respects, including strategic behaviors and approaches to control. Based on interviews with CEOs and senior executives in thirty‐two Australian nonprofit organizations, we find that the relationship between strategy and control in nonprofit organizations is similar to that in for‐profit organizations, but quite different reasons underlie nonprofit organizations' exercising of management control.     

How to be heard on microblogs? Nonprofit organizations' follower networks and post features for information diffusion in China

This study tackles the gap in public relations research on what drives users of microblogs in China to follow nonprofit organization (NPO) accounts and share (retweet) their posts, from a multidimensional perspective of the NPO, the microblog audience, and the post features. Using a content analysis of Sina Weibo data of 95 NPO accounts, results suggested that an NPO's status on Weibo is a significant predictor of its follower number. Follower numbers and activeness directly affected the NPO's number of retweets. Informative posts and posts that fulfill multiple gratifications were found to be more sharable than other post types. In addition, a post's originality, media richness, inclusion of opinion leaders, and endorsement by influential users all contributed to its level of circulation. This knowledge is essential for NPOs to spread information and build online communities that facilitate dialogic engagement and quality organization–public relationships with their stakeholders on social media in China's context.     

Determinants of Nonprofit Sector Density: A Stakeholder Approach

Why do nonprofit organizations exist? From an economic perspective, a number of major theories have been proposed to explain their existence. However, when exploring determinants of nonprofit sector density, one needs to take into account that demand and supply factors operate simultaneously and that it is difficult to separate them. By using a stakeholder approach, we develop a more integrative framework for understanding variations in nonprofit sector density. We test this framework by investigating determinants of nonprofit sector density in Texas at the county level.     

Managing Organizational Social Capital through Value Configurations

Nonprofits are said to serve as places for the reproduction of social capital. However, little is known about how to manage social capital in a nonprofit. This article presents a theory‐based perspective on how to plan, execute, and measure social capital production in a nonprofit organization. By using the concept of value configurations as a method to analyze and describe the creation of organizational social capital, bonding and bridging social capital can be managed in alternative ways. In a value shop framework, the participants are more homogeneous, and growth is heavily based on referrals and reputation as well as the quality of the members. Organizations managed as value shops will foster bonding social capital. In contrast, a value network framework incorporates more likely heterogeneous, multilevel participants that add legitimacy to the network. Organizations in this framework will strengthen the evolution of bridging social capital.