Not-for-Profit Organizations: A Multi-Disciplinary Review and Assessment From a Strategic Management Perspective

Gee, Inn Hee; Nahm, Peter Inho; Yu, Tieying; Cannella, Albert A.

doi:10.1177/01492063221116581

Cited by 11 publications

(25 citation statements)

References 226 publications

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“…This work is important for I-Os, too. Nonprofit organizations represent a significant proportion of the employment sector (Gee et al, 2022) and are established with the purpose of serving the community and society at large, and they are required to deliver public benefits (Salamon, 2012). Therefore, these organizations represent a form of critical social infrastructure for society.…”

Section: Discussionmentioning

confidence: 99%

Engaging graduate students in nonprofit consulting experiences

Motahari,

LeNoble,

Kateli

et al. 2023

Ind. Organ. Psychol.

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Section: Discussionmentioning

confidence: 99%

Engaging graduate students in nonprofit consulting experiences

Motahari,

LeNoble,

Kateli

et al. 2023

Ind. Organ. Psychol.

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“…The COVID-19 pandemic provided a dramatic example of how rapidly change can occur in society and how the different approaches of NPOs reacted to it. Focusing on what boards and their members do helps us to understand the ways in which important decisions are reached in times of prosperity as well as crisis (Gee et al, 2023;McKim & Goodwin, 2021;McMullin & Raggo, 2020). The COVID-19 pandemic allowed scholars to analyse management and leadership in various sectors to understand the implications of governance, and debate continues on the practical application of leadership strategies to the present extreme context in order to explore leadership behavior (Buchanan & Hällgren,2019).…”

Section: Importance Of the Studymentioning

confidence: 99%

“…Balancing social responsibilities against maximizing profits is difficult for such organizations, as they are used to developing strategies to achieve their economic ambitions. In this respect, the ways in which NPOs use their resources to reach their multifaceted goals will have implications for the sector (Brusca et al, 2022;Gee et al, 2023). As a result, nonprofit leaders can help with the diffusion of control and accountability.…”

Section: Organizational Change and Sustainabilitymentioning

confidence: 99%

“…The goals they set will determine how companies will gain and manage human and financial resources and leadership skills which are critical for the survival of both non-profit and for-profit firms, and differences in these goals will shape leadership structures and attitudes to governance. These in turn guide the ways in which NPOs formulate and implement strategies (Gee et al, 2023).…”

Section: Introductionmentioning

confidence: 99%

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Sustainability Leadership in Saudi Non-profit Organizations: A Qualitative Insight Governance

Mohammed

2024

PAR

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Leadership in Saudi Arabia is one of the major objectives of Vision 2030, which is aimed at developing the country’s private, public and nonprofit organizations (NPOs). Leadership therefore needs to incorporate key issues that are emerging in the context of preparing necessary skills to lead such organizations in the future. This research provides qualitative insights into leadership practice by measuring the impacts on achieving sustainability leadership by gaining a full understanding of the processes nonprofit sector leaders use to encourage sustainability and change in their organizations. Encouraging sustainability requires specific competencies, and strong leadership is critical to the process of ensuring that governance becomes sustainable. In this study a qualitative methodology was designed, and fifteen Executive directors CEOs from NPOs took part in semi-structured interviews as well as one focus group containing six professionals from non-profit corporate sectors including education, health, environmental clubs, foundations and human resources. Thematic analysis was applied to analyse critical elements that governed individuals’ ability to contribute to institutional results. The findings demonstrated eight areas of results-based functions and activities of sustainable nonprofit leadership to identify insights into leadership. These are governance arrangements, leadership as a dynamic role, teamwork empowerment, strategy and procedure processes, control and governance resources, collaboration and network relationships, encouraging social investment, and social value results. The findings suggest that leaders of various NPOs have to overcome external and internal challenges effectively in order to succeed in their mission focusing on financial and social purposes. Exploring the nature of sustainability leadership competencies in Saudi NPOs will result in learning, innovation and change in terms of outcomes by helping leaders to add social value as a core factor of their mission.

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“…The following hypotheses are intended to answer RQ2, which asked about the effect of governance and strategy changes on viability. The role of governance in getting through a crisis is already well known, but the aim here is to go a step further and emphasize that good governance in times of crisis enables better decisions to be made (Gee et al , 2023). The board indeed has the capacity to collectively make decisions and drive strategy (Shumate et al , 2017).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Nonprofit governance in times of Covid-19: should organizations change their practices and strategy in the middle of a crisis?

Plaisance

2023

JAOC

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Purpose In the face of crises, nonprofit organizations (NPOs) have focused on their financial viability but there are other operational aspects to consider (e.g. activity or volunteer involvement). This study aims to investigate whether governance changes made by NPOs in times of crisis have enhanced organizational viability in a broader sense. Design/methodology/approach Through community-engaged research, the link between governance changes and organizational viability is examined. This study is based on a survey of 10,926 French NPOs and the conceptual framework of societal orientation. Findings They show that changing governance in the midst of a crisis can protect organizational viability, if the beneficiaries and members remain the core of the strategic target and if the content of volunteering remains stable. Research limitations/implications This study, therefore, calls for a better study of the risks of governance changes for internal stakeholders, both at the level of scholars and within the organizations themselves. The results extend recent works on governance change and highlight the relevance of societal orientation in times of crisis. Practical implications This study helps to counter the criticisms regularly made about governance (particularly in France) and highlights the importance of maintaining the board of directors in NPOs. It invites NPOs to make decisions that protect their values, mission and beneficiaries at all times. Originality/value This study focuses on societal orientation in relation to stakeholder theory, as well as the nonfinancial aspects of viability.

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Not-for-Profit Organizations: A Multi-Disciplinary Review and Assessment From a Strategic Management Perspective

Cited by 11 publications

References 226 publications

Engaging graduate students in nonprofit consulting experiences

Engaging graduate students in nonprofit consulting experiences

Sustainability Leadership in Saudi Non-profit Organizations: A Qualitative Insight Governance

Nonprofit governance in times of Covid-19: should organizations change their practices and strategy in the middle of a crisis?

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