NGOs’ Resource Capacity Antecedents for Partnerships

AbouAssi, Khaldoun; Makhlouf, Nadeen; Whalen, Page

doi:10.1002/nml.21200

Cited by 38 publications

(45 citation statements)

References 73 publications

(114 reference statements)

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“…Our findings add to the understanding of small nonprofits with a focus on the possibility that a limited human resource capacity can create barriers to collaborations. Consistent with AbouAssi et al (), our findings suggest that human resource capacity matters for nonprofits' collaboration. Indeed, collaboration involves a variety of labor‐intensive processes such as making joint decisions, clarifying responsibilities, ensuring ongoing communication and information sharing, reconciling tensions between individual and collective interests, fostering mutually beneficial relationships, and building reciprocity among partners (Thomson & Perry, ).…”

Section: Discussionsupporting

confidence: 92%

“…Small nonprofits often have very few paid staff and rely heavily on volunteers. Collaboration requires people who can foster relationships and track tasks consistently (AbouAssi, Makhlouf, & Whalen, ; Chen, ; Gazley & Brudney, ; Hardy, Phillips, & Lawrence, ; Huxham & Vangen, ; Sowa, ). As such, paid staff who oversee day‐to‐day business operations at small nonprofits may not have the time necessary for collaborative efforts.…”

Section: A Potential Dilemma For Small Nonprofitsmentioning

confidence: 99%

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The dilemma for small human service nonprofits: Engaging in collaborations with limited human resource capacity

Kim

Peng

2018

Nonprofit Mgmnt & Ldrshp

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Although the topic of nonprofit collaboration has attracted much scholarly attention, few studies have focused on collaborations of small nonprofits in particular. This study examines the human resource capacity dilemma that many small human service nonprofit organizations face and its relationship to a nonprofit's collaboration efforts. Our analysis is based on 2016 online survey data from 229 small human service nonprofit organizations with annual gross receipts of less than $500,000. Descriptive results show that most of the small human service nonprofits have very few paid staff. Even so, over 90% of these small human service nonprofit organizations are involved in formal collaborations and/or informal networks. Analytical results suggest that organizations are more likely to participate in formal collaborations when they have at least one or more full‐time employees; these collaborations help organizations obtain funding and meet client needs. We discuss the implications of our findings and offer insights for small nonprofits that aim to expand service capacity through collaborations.

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Section: Discussionsupporting

confidence: 92%

Section: A Potential Dilemma For Small Nonprofitsmentioning

confidence: 99%

The dilemma for small human service nonprofits: Engaging in collaborations with limited human resource capacity

Kim

Peng

2018

Nonprofit Mgmnt & Ldrshp

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“…Among these traits, gender has been mentioned. After conducting a review of the relevant literature, AbouAssi et al (2016) indicated that according to numerous studies, organisations led by women collaborate more often with other entities than those led by men. Referring to studies by Foster and Meinhard (2002) on the predispositions of organisations to collaborate, they emphasised that 'NGOs managed by women may be more likely to enter into collaborative relationships than organisations run by men.…”

Section: Traits Of Ngo Leaders and The Potential Of Ngos To Enter Intmentioning

confidence: 99%

Traits of Leaders of Rural Non-governmental Organisations as Predictors of Collaboration Between NGOs and Rural Gmina Offices: Voices from Central Poland

Zajda

Pasikowski

2018

Voluntas

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Collaboration between non-governmental organisations (NGOs) and public institutions, in accordance with the new public governance model, may contribute to actions by such organisations on behalf of both the co-production and co-construction of social services. The aim of this article is to assess the role of selected traits of NGO leaders in determining the chances of collaboration between NGOs and rural gmina offices in central, postsocialist Poland. The authors present the results of studies on selected subjective determinants of such collaboration, in which 104 leaders of NGOs from 29 rural gminas participated. Five independent research tools were implemented. Logistic regression analysis was used to assess the role of selected traits of NGO leaders in determining the potential for collaboration between NGOs and rural gmina offices. The final model indicates that the potential for collaboration between an NGO and a rural gmina office increases alongside higher levels of education, social competences and locus of control and decreased control ideology among NGO leaders. On this basis, the authors formulate practical conclusions concerning the education of leaders of rural NGOs in post-socialist Poland.

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“…We also predicted that public foundations would be more successful than their private counterparts in engaging social media users. Deploying technological resources can increase the number and kind of partnerships for nonprofit organizations (AbouAssi, Makhlouf, and Whelan ), which may be of more importance to public foundations seeking community stakeholder engagement than to their private foundation counterparts.…”

Section: Facebook As a Strategic Communications Toolmentioning

confidence: 99%

Social Media Management

Maxwell

Carboni

2016

Nonprofit Management and Leadership

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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.

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NGOs’ Resource Capacity Antecedents for Partnerships

Abstract: Nonprofit organizations strive for continuous improvement in their programs

Cited by 38 publications

References 73 publications

The dilemma for small human service nonprofits: Engaging in collaborations with limited human resource capacity

The dilemma for small human service nonprofits: Engaging in collaborations with limited human resource capacity

Traits of Leaders of Rural Non-governmental Organisations as Predictors of Collaboration Between NGOs and Rural Gmina Offices: Voices from Central Poland

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