Crisis Management in Nonprofit Organizations: A Case Study of Crisis Communication and Planning

Jordan, Tricia; Upright, Paula; Tice-Owens, Kristeen

doi:10.18666/jnel-2016-v6-i2-6996

Cited by 6 publications

(12 citation statements)

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“…Due to nonprofit organizations' unique intersection of providing public services and also being a part of emergency management practices, they not only face hazards and disasters the created the diverse crises communities can face (i.e. natural hazard, civil/conflict and technological), but they also face organizational crises that impact their operation and reputation (Coombs, 2014;Holladay, 2002, 2014;McEntire, 2018;Paton and Johnston, 2001;Jordan et al, 2016). In terms of operational threats, these types of crises include some threat to public safety or the nonprofit's stakeholder welfare (Coombs, 2014(Coombs, , 2015Jordan et al, 2016).…”

Section: Nonprofit Organizations and Crisesmentioning

confidence: 99%

“…natural hazard, civil/conflict and technological), but they also face organizational crises that impact their operation and reputation (Coombs, 2014;Holladay, 2002, 2014;McEntire, 2018;Paton and Johnston, 2001;Jordan et al, 2016). In terms of operational threats, these types of crises include some threat to public safety or the nonprofit's stakeholder welfare (Coombs, 2014(Coombs, , 2015Jordan et al, 2016). Reputational threats incorporate crises that are less likely to be viewed as a public safety or stakeholder welfare concern.…”

Section: Nonprofit Organizations and Crisesmentioning

confidence: 99%

“…The key aspect for nonprofit organizations is communication. Limited research has studied crisis communication planning and its impact on the nonprofit sector and specific organizations, yet it is evident that nonprofit organizations need to engage in crisis communication planning to mitigate the impact of crises they will face (Coombs, 2014;Sisco, 2012Sisco, , 2014Jordan et al, 2016). Crises can lead to loss of donors, loss of political support and inability to meet the needs of their communities leaving their constituents to either stop receiving those services or search for another nonprofit to obtain the services Holladay, 2002, 2014).…”

Section: Nonprofit Organizations and Communication In Times Of Crisismentioning

confidence: 99%

“…The lack of knowledge and practice can negatively impact their resilience capacity when faced with diverse crises from natural Crisis communication and nonprofits hazards to reputational or operational threats. An example of a crisis that damaged the reputational and organizational capacity of a nonprofit is the case of United Way of America (UWA) where slanderous articles of UWA unveiling poor monetary accountability, nepotism and mismanagement leading to the cancellation of campaign pledges, major donations and the president resigning, being indicted, and charged guilty for all allegations (Jordan et al, 2016).…”

Section: Crisis Communication Strategies and Planning For Nonprofit Organizationsmentioning

confidence: 99%

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Crisis communication planning and nonprofit organizations

Haupt

Azevedo

2021

DPM

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PurposeThe purpose of this paper is to discuss the evolution of crisis communication and management along with its inclusion into the field and practice of emergency management. This paper also discusses the inclusion of nonprofit organizations and the need for these organizations to engage in crisis communication planning and strategy creation to address the diverse and numerous crises that nonprofits are at risk of experiencing.Design/methodology/approachThis paper utilizes a systematic literature review of crisis communication planning tools and resources focused on nonprofit organizations to derive best practices and policy needs.FindingsThe resources analyzed provide foundational insight for nonprofit organizations to proactively develop plans and strategies during noncrisis periods to support their organization when a crisis occurs.Research limitations/implicationsLimitations of this paper include limited academic research and practical resources related to nonprofit organizations and crisis communication planning. As such, several potential avenues for empirical research are discussed.Practical implicationsThis paper provides considerations for nonprofit organizations engaging in crisis communication planning and aspects leaders need to partake in to reduce or eliminate the risk of facing an operational or reputational crisis.Social implicationsThis paper highlights the critical need to generate a crisis communication plan due to the diverse crises nonprofit organizations face and their connection to the emergency management structure. Understanding the crisis and utilizing a crisis communication plan allows nonprofit organizations a way to strategically mitigate the impact of a crisis while also providing essential services to their respective communities and maintain their overall stability.Originality/valueThis paper is unique in its analysis of crisis communication planning resources and creation of a planning framework to assist nonprofit organizations in their planning efforts.

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Section: Nonprofit Organizations and Crisesmentioning

confidence: 99%

Section: Nonprofit Organizations and Crisesmentioning

confidence: 99%

Section: Nonprofit Organizations and Communication In Times Of Crisismentioning

confidence: 99%

Section: Crisis Communication Strategies and Planning For Nonprofit Organizationsmentioning

confidence: 99%

See 2 more Smart Citations

Crisis communication planning and nonprofit organizations

Haupt

Azevedo

2021

DPM

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“…This can be realized through establishment of committee for crisis deployment, developing a clear response policy in place for each category of crisis and design a suitable toolbox for crisis response [17]. Fundamental attention should be paid to addressing emerging issues such as public demonstration and chaos through a vivid risk management mechanism [18,19]. The process should outline clear procedures before, during and after crisis management which should be shared with local established teams in various established location for quick mobilization.…”

mentioning

confidence: 99%

Emerging Trends in Crisis Management: Usability, Earth Observation and Disaster Management

Leonard¹

2018

Crisis Management - Theory and Practice

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Availability of Earth observation (EO) data and dissemination has been revolutionized with technological advancement in computation and use of mobile tools such as phones, tablets and laptops. This is further expanded with availability of affordable data/internet connections which no longer require Ethernet cables to get internet connection. The result is explosion of spatial data on various blogs and personal profiles such as Tweeter, Facebook, Instagram and other internet feeds. This has created explosion of information with a lot of integrity issues on data quality, lack of data source and lack of responsibility and authenticity. The problem is further compounded with advancement in search engines and data harvesting applications which collects similar archived information and makes them available to the user on the internet search engines. There should be a clear link detailing the nature of EO and the kind of relevant information that can be derived from them.

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An Exploratory Study to Understand Nonprofit Organizations’ Crisis Leadership Competencies: A Portuguese Analysis on COVID-19

Esteves

Santos

Lopes

2023

Employ Respons Rights J

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The purpose of this study is to investigate the factors that affect the Nonprofit Organization’s (NPO) competencies and leadership in a crisis situation, specifically in the Portuguese NPOs during COVID-19. Adopting an interdisciplinary perspective, this article integrates crisis management literature with leadership literature. Highlighting the leadership perspective of both intermediate employees (technical director) and top management (executive director), this research aims to advance knowledge on the main organizational leadership competencies that NPOs need to have to better cope with crises. One hundred and seventy-four (174) NPOs representatives voluntarily participated in the study which involved a survey questionnaire based on a five-point Likert scale for 23 items included in the questionnaire. Principal component analysis using varimax rotation was applied to reduce the number of variables. Reliability tests were performed to assess the items included in the questionnaire. Tests included test-retest reliability, Cronbach alpha, and split-half reliability coefficients. Results show that the most important factors that improve the capability of a NPO to cope with a crisis are: respond to all stakeholders through accountability, plan based on identification of vulnerabilities, and build a foundation of trust through communication. Additionally, it is possible to suggest that staff and top management perceive crisis and leadership competencies differently. It is possible to conclude, that these factors can be used as important lines of action to structure the sustainable development and planning of NPOs’ strategies of other similar crisis to come in the future. Findings, the implications of this work, and avenues for future NPOs crisis management and leadership research are addressed.

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Crisis Management in Nonprofit Organizations: A Case Study of Crisis Communication and Planning

Cited by 6 publications

References 0 publications

Crisis communication planning and nonprofit organizations

Crisis communication planning and nonprofit organizations

Emerging Trends in Crisis Management: Usability, Earth Observation and Disaster Management

An Exploratory Study to Understand Nonprofit Organizations’ Crisis Leadership Competencies: A Portuguese Analysis on COVID-19

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