Nonprofit sustainability during times of uncertainty

Besel, Karl; Williams, Charlotte L.; Klak, Joanna

doi:10.1002/nml.20040

Cited by 65 publications

(61 citation statements)

References 6 publications

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“…Besel, Williams and Klak (2011) presented a "theoretical framework to analyze financial sustainability by relating it with the foundations of institutional and population ecology theories. Their study "incorporates the main points of these previous studies in defining financial sustainability as the ability of nonprofits to diversify their funding base" (Besel, et al, 2011). AlTabbaa,Gadd and Ankrah (2013) found that quantity models are relevant in the NGO context as with respect to effectiveness, performance and strategy.…”

Section: Sustainabilitymentioning

confidence: 99%

The Effect of Organizational Structure and Ngo-Ngo Relationships on Sustainability in NGOs

Metin

2017

Eur. j. econ. bus. stud.

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This study analyses the statistical relation among Sustainability, Organizational Structure and NGO-NGO relationships within the concept of Non-Governmental Organization (NGOs). Sustainability is the dependent variable of the study whereas independent variables are Organizational Structure and NGO-NGO relationships. Sustainability is conceptualized as the survival of the NGOs within the study. Within organizational structure the emphasis is on having either mechanistic or organic structure and finally NGO-NGO relationships refer to the level of closeness to the other NGOs as participation events of the other NGOs, organizing the events together and becoming members of NGO unions like federations and Confederations. Results indicate that both independent variables (Organizational Structure and NGO-NGO relationships) have positive affect on the sustainability of the NGOs. Linear regression has been utilized in order to determine the effect of the independent variables of the study and the dependent variable. Statistical Package for the Social Sciences (SPSS) has been used for the analysis.

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Section: Sustainabilitymentioning

confidence: 99%

The Effect of Organizational Structure and Ngo-Ngo Relationships on Sustainability in NGOs

Metin

2017

Eur. j. econ. bus. stud.

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“…The open system perspective appears to have the most critical implications. It suggests not only that nonprofit organizations must effectively reach their external stakeholders but also that they may fail to manage their resource dependencies [5][6][7][8]18].…”

Section: Implications For Nonprofit Sustainabilitymentioning

confidence: 99%

“…Yet, many individual nonprofit organizations operate in a complex and turbulent environment that poses a significant challenge to their own economic sustainability (cf. [5][6][7]). It is primarily the economic sustainability of individual nonprofit organizations that today's nonprofit scholars have in mind when referring to "nonprofit sustainability" (cf.…”

Section: Introductionmentioning

confidence: 99%

Sustainability of Rural Nonprofit Organizations: Czech Republic and Beyond

Valentinov

Vaceková

2015

Sustainability

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Sustainability of nonprofit organizations is a key concern for today's nonprofit scholars and practitioners. Building upon the nonprofit economics literature, the present paper introduces the distinction between the demand-side and supply-side determinants of nonprofit sustainability and makes the case for the discrepancy between them. This discrepancy presents not only a generic conceptual explanation of the nonprofit sustainability problems but is also applicable to the context of the European rural nonprofit sector. Three arguments are advanced. First, the notorious implementation problems of LEADER partnerships can be explained as a manifestation of the above discrepancy. Second, and related, the rural context implies the tendency of the supply-side determinants of nonprofit sustainability to undermine the demand-side ones. Third, recent empirical findings from the Czech Republic show that this tendency does not necessarily imply the possibility of a clear classification of the demand-side and supply-side sustainability determinants. Rather, those features of rural areas and communities that significantly affect the size of the local nonprofit sector exhibit a controversial entanglement of demand-side and supply-side identities.

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“…Lindahl and Conley (2002) do not include leadership as a specific category in their comprehensive literature review of philanthropic fundraising, using instead three categories: 1) the philanthropic environment, 2) the work and careers of fundraisers, and, most relevant to this study, 3) the management of fundraising. As part of this management framework, Besel et al (2011) emphasise the importance to nonprofits of building and maintaining a diverse range of revenue streams, particularly during times of economic uncertainty. In examining the role of board members and community leaders, they find, 'One constant in this changing fundraising climate is the necessity of partnering with board members in generating private sector revenue' (p. 63).…”

Section: Fundraising Theorymentioning

confidence: 99%

Who's asking for what? Fundraising and leadership in Australian nonprofits

Scaife¹,

Williamson²,

McDonald³

2013

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It seeks to promote the understanding of philanthropy and nonprofit issues by drawing upon academics from many disciplines and working closely with nonprofit practitioners, intermediaries and government departments. The mission of the Centre is 'to bring to the community the benefits of teaching, research, technology and service relevant to the philanthropic and nonprofit communities', with a theme of 'For the common good'.A list of the Centre's publications is available from http://www.bus.qut.edu.au/research/cpns/ and digital downloads are available via QUT ePrints at http://eprints.qut.edu.au/ The Australian Centre for Philanthropy and Nonprofit Studies QUT Business School f u n d r a iSi n g a n d l e a d e r S h ip i n a u S T r a l i a n n o n p r o f i T S April 2013ii iii w h o ' s a s k i n g f o r w h a t ? STudy bacKground and objecTiveSThe Australian nonprofit funding landscape is in flux. Many organisations are having to think differently and develop fresh skills either to enter the fundraising market or to cope better with rising competition for community and corporate support. This new reality affects boards, CEOs and fundraisers alike. Against this backdrop, our exploratory study aimed to build an evidence base and spark more discussion about:• the role Australian nonprofit CEOs and boards play in supporting fundraising/ development;• current engagement levels and activities; and• perceptions of leadership in fundraising from two possibly contrasting perspectives: nonprofit leaders (board members and CEOs); and fundraisers. meThodology and parTicipanTSThe research involved:• Focus group discussions with nonprofit leaders, and fundraisers; and• A large 60-question online survey versioned for the two different groups.In total, 279 people responded to the survey. However, this analysis focused only on those organisations with a formalised fundraising function in place. Of the resultant 148 respondents, 61% were fundraising/development staff and 39% were leaders, being either CEOs or board members/chairs. At an average of 46% of income, fundraising was respondent organisations' largest revenue source, with 50% of this flowing from individual donations. Most fundraiser respondents had worked in their current role less than three years but often for a long time in the nonprofit sector. Board member respondents showed a strong record of cross-organisation service. STandouT findingS About the roles CEOs and boards play in fundraising:• CEOs were overwhelmingly seen as their organisation's fundraising champions; and• The most significant benefit of having fundraising expertise at CEO and board levels was strategic direction/oversight (as opposed to additional people 'asking' for support). About the level of CEO and board engagement in fundraising:• Fundraising was not mentioned at recruitment for the vast majority of board members;• No board member respondent received any fundraising training on joining the board;• Four out of five respondents (including fundraisers) donated at some level to their organis...

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Nonprofit sustainability during times of uncertainty

Abstract: Nonprofit organizations in the United

Cited by 65 publications

References 6 publications

The Effect of Organizational Structure and Ngo-Ngo Relationships on Sustainability in NGOs

The Effect of Organizational Structure and Ngo-Ngo Relationships on Sustainability in NGOs

Sustainability of Rural Nonprofit Organizations: Czech Republic and Beyond

Who's asking for what? Fundraising and leadership in Australian nonprofits

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