Historical research for the nonprofit sector

Hammack, David C.

doi:10.1002/nml.120

Cited by 5 publications

(3 citation statements)

References 11 publications

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“…This paper contends that it is time to speed up this development and install history as a major feature of non-profit education, drawing on an earlier pioneering study by Hammack (2006). It argues that the study of history can add significantly to nonprofit education; respectively suggesting that no serious non-profit studies course can ignore an historical dimension.…”

Section: Introductionmentioning

confidence: 95%

What Can History Contribute to Nonprofit Education?

Smith¹

2020

JNEL

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The field of nonprofit studies and teaching has grown significantly over the past 40 years and is increasingly adopting a cross-disciplinary perspective. However, until recently, history has been largely absent from the curriculum. This paper attempts to redress the imbalance. While acknowledging that the past cannot provide a ready-made template for the future, it argues that history is essential for our understanding of the way in which the nonprofit sector has developed and can provide lessons for future courses of action, as well as helping to reconnect voluntary organisations to their founding values and missions. The paper draws on a range of examples from the history of the sector in the UK and the experience gathered by the author in teaching a history of philanthropy module to students on the charity master’s programme at the Business School (formerly Cass), City, University of London.

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Section: Introductionmentioning

confidence: 95%

What Can History Contribute to Nonprofit Education?

Smith¹

2020

JNEL

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“…The increased competition for revenues has led the nonprofits to act more business‐like with commercial activities, venturing into services previously considered government and private sector's territory, and, driving more revenues from sale of services (Bromley & Meyer, ; Dees & Anderson, ; Hammack, ; Levine Daniel & Galasso, ). Brandsen, Van de Donk, and Putters () suggested that nonprofit sector in its current state seems to be something other than community, state, and market (Knutsen, ) with continuous collaboration within and outside sector with businesses and governments (Ihm & Shumate, ) causing complexity (Kendall & Knapp, ; Maier, Meyer, & Steinbereithner, ; S. R. Smith, ), mission drift (Doherty, Haugh, & Lyon, ; Levine Daniel & Galasso, ; Maier et al, ), and, often leading them away from their traditional identities (Binder, ).…”

Section: Organizational Identity and The Non‐profit Sectormentioning

confidence: 99%

Construction of organizational identity claim and understanding in nonprofits: Evidence from Pakistan's voluntary organizations

Saqib

2019

Nonprofit Mgmnt & Ldrshp

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There is a substantial research literature on nonprofits identity claim and identity understanding but much less on how these identities are constructed in the first place. This article explores how identity claim and identity understanding are constructed in the nonprofits and reasons for such constructions. Exploratory multiple case study analysis was conducted with two voluntary organizations. The results showed that three factors play a significant role in construction of identity claim; founders, funding, and power of stakeholders. The construction of identity understanding is influenced by the claim and is often in sync until the funding source changes leading to a dissimilar identity understanding. The members, however, showed reluctance to embrace the new identity due to the power of stakeholders and fear of mission drift. The unsynchronized claim and understanding caused confusions among the members as they juggled between adopting the new identity understanding and keeping a dissimilar claim. This confusion hinders the nonprofits growth and they struggle to answer what they want to be in future.

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“…An unintended consequence of this devolution in government authority, uncovered by Hamann and Foster (), is that employees of not‐for‐profit agencies report experiencing higher work demands than their public and for‐profit counterparts. As the percentage of public sector goods and/or services contracted out grows (Boris, de Leon, Roeger, & Nikolova, ; Hammack, ) and the need for these services continues to expand (Ronquillo et al, ), their finding suggests that work demands' detrimental employee‐related effects will become increasingly problematic for not‐for‐profit human service agencies. Consequently, empirical research that investigates and identifies organizational factors capable of buffering work demands' strain‐inducing impact not only helps not‐for‐profit human service employees, but may also improve their agency's performance.…”

Section: Introductionmentioning

confidence: 99%

Job control's strain‐buffering effects in not‐for‐profit human service agencies: A test of the nonlinear demand‐linear control model

Preston

2018

Nonprofit Mgmnt & Ldrshp

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In comparison to their public and for‐profit counterparts, not‐for‐profit employees report experiencing higher work demands. Despite the harmful effects attributed to this important sector difference, few, if any, empirical studies in the not‐for‐profit literature have investigated how job‐related resources, such as control over one's job, help buffer work demands' strain‐inducing impact. The present study fills this important gap in the extant not‐for‐profit literature by testing a recently introduced nonlinear stressor‐strain model on a sample of 363 employees from two different types of not‐for‐profit human service agencies located in the city of New York. As hypothesized, the nonlinear demand by linear control interaction term was statistically and significantly associated with job strain in the predicted direction. Study data not only challenge the linear nature of Karasek's seminal demand‐control model, but are also the first to uncover this unique finding in a sample of not‐for‐profit human service employees. Implications for practice and theory are also discussed.

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Historical research for the nonprofit sector

Cited by 5 publications

References 11 publications

What Can History Contribute to Nonprofit Education?

What Can History Contribute to Nonprofit Education?

Construction of organizational identity claim and understanding in nonprofits: Evidence from Pakistan's voluntary organizations

Job control's strain‐buffering effects in not‐for‐profit human service agencies: A test of the nonlinear demand‐linear control model

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