Management‐capacity building in the Pittsburgh region

Kearns, Kevin P.

doi:10.1002/nml.45

Cited by 9 publications

(7 citation statements)

References 3 publications

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“…The United Nations Development Program explained that capacity building is how organizations, societies, and individuals acquire the capabilities necessary to achieve their own development goals (UNDP 2009 ), and capacity building initiatives target one or more of these levels. Capacity-building programs may target specific individuals inside a nonprofit through training or leadership development activities, the organization as a whole, or the organization's programming (Bryan 2017 ; Kearns 2004 ). The benefits of capacity building are increasing the organizations’ competitive advantage, which helps distinguish them from competitors and make them more appealing to governments, funders, and society (Mason and Fiocco 2017 ).…”

Section: Bibliometric Analysismentioning

confidence: 99%

Nonprofit capacity and social performance: mapping the field and future directions

2022

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Nonprofit organizations are critical actors in the Sustainable Development Goals as they provide a wide range of social services to the community and contribute to creating a sustainable future. They must compete for funding or government contracts by showing high social performance. Among the top factors influencing social performance is capacity, and it has received considerable attention in public and nonprofit literature. Capacity refers to the resources, capabilities, and practices required to perform their functions to achieve the social mission and high social performance. However, studies concerning capacity linked with social performance remain controversial. Understanding the linkage between capacity and social performance is relevant to funders, board directors, and management as it helps them enhance organizational performance. This research aims to assess the flow of knowledge in the study field and make recommendations for future research. The study focuses on capacity of nonprofits and thoroughly reviews the literature using complementary bibliometric analysis: co-occurrence analysis of keywords, sources, and authors and bibliographic coupling analysis of documents. We conduct a systematic analysis of peer-reviewed journal articles published between 1955 and 2022. Seven significant themes emerge among the most prominent researchers: (1) the link between capacity and social performance; (2) dimensions of capacity; (3) human resource capacity linked with social performance: (4) financial capacity linked with social performance; (5) capacity building linked with social performance; (6) collaboration and capacity; and (7) factors affecting capacity–social performance. The literature on nonprofits is determined to have inconsistent findings regarding the relationship between capacity and social performance. Research on various factors influencing capacity–social performance relationships is also scarce. This article highlights major principles in the discipline and identifies significant theoretical gaps in the body of knowledge. It also outlines the conceptual foundation for the study and makes recommendations for further research. From a managerial standpoint, the study sheds light on whether capacity is linked to higher performance levels and provides policymakers with guidelines on the implications of capacity building and collaboration.

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Section: Bibliometric Analysismentioning

confidence: 99%

Nonprofit capacity and social performance: mapping the field and future directions

2022

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“…In recent years, leaders in the nonprofit sector are increasingly aware of the importance of nonprofit capacity building and organizational effectiveness (e.g., Kearns, 2004). Meanwhile, they have begun to realize that “doing good” is not good enough and that knowledge of best business practices may be helpful in improving organizational effectiveness (Cunningham, 1999).…”

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confidence: 99%

Strategic Human Resources Management in Nonprofit Organizations

Guo

Brown

Ashcraft

et al. 2011

Review of Public Personnel Administration

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This study explores the prevalence of strategic human resources management (HRM) practices in nonprofit organizations as well as the organizational and contextual determinants. Based on survey data collected from 229 charitable nonprofit organizations, we find that organizations that are larger in size, technologically savvy, and dependent on the work of independent contractors all appear to be more likely to implement strategic HRM practices. Local affiliates of national organizations are more likely to implement strategic HRM practices. In addition, younger organizations, educational organizations, and organizations that do not have dedicated HR staff are also more likely to implement strategic HRM practices. Although dependence on volunteer labor has no significant effect on the outcome, further analysis indicates that volunteer-dependent organizations differ from others in several aspects of strategic HRM.

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“…The most important features that affect internal stakeholders are organizational structures and formalized management processes (Maier et al, 2016 ). The structural feature focuses on the internal communication to ensure that employees have the information needed to complete their job effectively (Kearns, 2004 ) and conflicts are managed well (Jaskyte, 2011 ; Sanders & McClellan, 2014 ). The degree of formalized management processes can be captured by how well a nonprofit measures performance to ensure that all the employees are held accountable for their actions and do not rely on the leadership to micromanage everything (Dart, 2004 ).…”

Section: Stakeholder Theory and Organizational Commitmentmentioning

confidence: 99%

Organizational Commitment in the Nonprofit Sector and the Underlying Impact of Stakeholders and Organizational Support

Wang

2021

Voluntas

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Management‐capacity building in the Pittsburgh region

Cited by 9 publications

References 3 publications

Nonprofit capacity and social performance: mapping the field and future directions

Nonprofit capacity and social performance: mapping the field and future directions

Strategic Human Resources Management in Nonprofit Organizations

Organizational Commitment in the Nonprofit Sector and the Underlying Impact of Stakeholders and Organizational Support

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