Do Small Nonprofit Organizations Outsource? : A First Look

Pope, Jennifer A.; Saigal, Ashima; Key, Katherine A.

doi:10.1007/s11266-014-9447-0

Cited by 5 publications

(3 citation statements)

References 13 publications

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“…For example, we asked organizations if they had paid communication staff or not. However, nonprofits can outsource such activities (Pope et al, 2015 ), either because they are too small to handle this function, or are large enough to afford such services, which respondents may have considered as not paid staff. It is also likely that some COVID‐19 impacts and analysis results might vary by different sectors of NPOs (for example: arts and culture organizations, c.f.…”

Section: Discussionmentioning

confidence: 99%

Nonprofit organization communication, crisis planning, and strategic responses to the COVID‐19 pandemic

Fuller

Rice

2022

Journal of Philanthropy and Marketing

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Nonprofit organizations have somewhat different foci, contexts, and resources than typical for‐profit organizations, so may have experienced and responded to COVID‐19 in ways not covered in traditional corporate research. We investigate the influence of nonprofit organizations' communication support and use, crisis experience and preparation, and extent and impacts of COVID‐19 on their strategic responses to the crisis (from retrenchment to perseverance to innovation). Our study is a longitudinal panel survey conducted with 578 U.S. public charities, once before the pandemic and the other 6 months into it. Data were analyzed using descriptive statistics to characterize the sample, and hierarchical regressions to assess the influences on strategic responses to the COVID‐19 pandemic. A major finding is that communication with external stakeholders predicted organizations' abilities to maintain core activities (perseverance) during a crisis and to pivot (innovating) on mission delivery. Practical applications for nonprofit organizations are addressed, with particular attention to COVID‐19.

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Section: Discussionmentioning

confidence: 99%

Nonprofit organization communication, crisis planning, and strategic responses to the COVID‐19 pandemic

Fuller

Rice

2022

Journal of Philanthropy and Marketing

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“…These studies confirm the overall diagnosis that the HR function in NPOs is more or less ad hoc and reactive. These practices represent a bureaucratic approach to HRM and a short-term response to external changes, reflecting the imbalance of strategic and noncore HR functions (Pope et al, 2015;Sheehan, 2009;Walk et al, 2014). Organizational capacity remains underdeveloped due to insufficient skilled and experienced staff (Merlot & De Cieri, 2012).…”

Section: Administrative Hrm Dominates the Scenementioning

confidence: 99%

Mapping the Research Landscape of Strategic Human Resource Management in Nonprofit Organizations: A Systematic Review and Avenues for Future Research

Baluch

Ridder

2020

Nonprofit and Voluntary Sector Quarterly

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A decade after key theoretical developments in strategic human resource management (SHRM) in nonprofit organizations (NPOs), we still lack a comprehensive understanding of the disparate strands of empirical evidence. Furthermore, this growing field requires integration and synthesis of new themes and conceptual developments. Therefore, we conducted a systematic review of SHRM studies in NPOs published between 2008 and 2017. Our review of 74 articles synthesizes a fragmented body of research and maps out the relationships into a more integrated whole. By mapping the research landscape, we provide insights into the tensions NPOs face between external pressures and values, highlighting the underexplored role of managerial discretion in shaping NPOs’ differing responses. Our review expands the resource orientation to include a social capital dimension and identifies new empirical manifestations of human resource management (HRM) types. We offer avenues for research on content, process, outcomes of SHRM, and discuss how the interplay across key themes can inform the development of the field.

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“…Non-profit entities act because of expected future advantages measured by the realisation of ideas and missions that are an expression of the donors' vision of the world. Both non-profit and for-profit entities have an aim, which is a result of its owner's preferences (Pope, et. al.…”

Section: Practical Consequences For Non-profit Entitiesmentioning

confidence: 99%

Debt to Equity Levels in Polish Nonprofit Organisations

Michalski

Blendinger

Rózsa

et al. 2018

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The goal of the article is to find the answer whether it is possible to propose a model for fixing the best debt levels in the capital structure of non-profit organisations. Capital structure is an indicator that corroborates the level of financial risk. Non-profit organisations are an essential part of the general social policy. When considering the efficiency of non-profit entities from a donor perspective, it is important to take into account the way management uses the resources of a non-profit organisation as well as efficiency of that management activity. Non-profit organisation efficiency should be considered in the context of risk. One of the most important ways to increase probability to face financial distress is too high debt to equity relation. The paper illustrates the relationship between debt and equity in 1,560 Polish non-profit entities. The model which can fix optimal capital structure for a non-profit organisation in its current environment was delivered. The proposal of the paper includes a model which helps to find the optimal level of debt for non-profit organisation environmental conditions. The novelty of the model is based on the full costs of debt financing non-profit entities in the context of donor expectations, which in the Polish social and economic environment means that costs indirectly linked with the realisation of the main aim of the social entity cannot be higher than 10 % of the collected money sources. An additional point of our findings is that in comparison with the current state, Polish non-profit organisations need to improve their way of fixing capital structure.

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Do Small Nonprofit Organizations Outsource? : A First Look

Cited by 5 publications

References 13 publications

Nonprofit organization communication, crisis planning, and strategic responses to the COVID‐19 pandemic

Nonprofit organization communication, crisis planning, and strategic responses to the COVID‐19 pandemic

Mapping the Research Landscape of Strategic Human Resource Management in Nonprofit Organizations: A Systematic Review and Avenues for Future Research

Debt to Equity Levels in Polish Nonprofit Organisations

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