Professionalization and Cost Efficiency of Fundraising in Charitable Organizations: The Case of Charitable Foundations in China

Ni, N.; Qiu, Chen; Ding, Shujun; Wu, Zhenyu

doi:10.1007/s11266-016-9765-5

Cited by 17 publications

(12 citation statements)

References 52 publications

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“…One of the main arguments in favor of the positive effects of managerialism is the opportunity it offers for more effective and efficient use of resources (von Schnurbein, 2014) by helping NPOs to improve their programs and services. By achieving more objectives with fewer resources, they enhance their financial performance (Shirinashihama, 2018) with greater cost‐efficiency (Ni, Chen, Ding, & Wu, 2017). Organizations that exhibit signs of managerialism, for instance by offering additional commercial services to subsidize their programs (Meyer & Simsa, 2014) or by investing in their organizational capacities (Faulk & Stewart, 2017), can benefit from social and financial returns on investment.…”

Section: Literature Reviewmentioning

confidence: 99%

Institutional isomorphism and nonprofit managerialism: For better or worse?

Hersberger-Langloh

Stühlinger

Schnurbein

2020

Nonprofit Mgmnt & Ldrshp

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Nonprofit organizations (NPOs) have increasingly adopted business‐like practices as a response to institutional pressures. Some researchers argue that this development leads to mission drift, whereas others find a positive effect on organizational performance. However, the institutional pressures responsible for shaping the nonprofit sector have remained hard to distinguish from each other. This study explores the consequences of mimetic, normative, and coercive pressures, and looks at how they affect managerialism, organizational performance, and mission drift. We link these concepts through a structural equation model based on survey data and find that one aspect of managerialism, strategic behavior, is a key construct in influencing the response to isomorphic pressures and can positively affect organizational performance while holding off‐mission drift. Normative isomorphism even has a direct positive effect on organizational performance. Mission drift can take place when organizations are under coercive pressure without having strategies or internal processes in place. These findings imply that organizations should invest in their strategy and the professional development of their staff to increase organizational performance and avoid mission drift.

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Section: Literature Reviewmentioning

confidence: 99%

Institutional isomorphism and nonprofit managerialism: For better or worse?

Hersberger-Langloh

Stühlinger

Schnurbein

2020

Nonprofit Mgmnt & Ldrshp

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“…In 2004, the State Council issued a revised regulation on philanthropic foundations that differentiated between two types of philanthropic foundations: public and private (Lai et al ). The major difference is that private foundations cannot publicly solicit voluntary donations from individual donors, firms, or overseas sources (Ni et al ). In this regard, philanthropic foundations with public fund‐raising qualifications are quite similar to public charities in the United States.…”

Section: Literature Reviewmentioning

confidence: 99%

Embedded Government Control and Nonprofit Revenue Growth

Zhan

2017

Public Administration Review

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This research combines insights from resource dependence and institutional theories to examine the growth of Chinese nonprofit revenues. The authors propose the concept of embedded government control ( EGC ) to capture the complexity of the government-nonprofit relationship along two dimensions: government regulation of nonprofits' public fund-raising qualifications and the political embeddedness of nonprofits with the government. Using a data set of 2,159 Chinese philanthropic foundations for the period 2005-12, the authors test hypotheses about the implications of EGC for nonprofit revenues in China following two major external shocks: the Wenchuan earthquake in 2008 and the Guo Meimei scandal in 2011. The empirical analysis shows that EGC can help philanthropic foundations obtain more government subsidies, donations, and market revenues. However, external shocks may either strengthen or weaken the enabling role of EGC in helping foundations acquire relatively more donations. Practitioner Points• The concept of embedded government control captures the complexity of the government-nonprofit relationship along two dimensions: government regulation of nonprofits' public fund-raising qualifications and the political embeddedness of nonprofits with the government. • Embedded government control can be witnessed in both Western and non-Western nations, but its political and regulatory implications may vary across nations. • Embedded government control may help nonprofits maintain a relatively good position in generating revenues. • External shocks, such as the occurrence of a natural disaster or nonprofit scandal, may strengthen or weaken the enabling role of embedded government control in helping nonprofits acquire relatively more donations. • Public policy makers and nonprofit leaders need to enhance nonprofit governance quality and transparency so that the nonprofit sector can gain public trust and drive sustainable growth.

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“…Finally, our review identifies only a few studies on HRM and financial performance outcomes, revealing a relationship between professionalization in HRM and fundraising efficiency (Ni et al, 2017) and a positive impact of several implemented nonprofit values on financial performance success (Helmig et al, 2015). This paucity of studies diverges from a review of performance outcomes in the nonprofit literature which reveals a dominance of research on financial performance and HRM as a determinant of success (Helmig et al, 2014).…”

Section: Fragmentation In Outcomesmentioning

confidence: 79%

“…);Bilgin et al (2017); W. A Brown et al (2016)Helmig et al (2014Helmig et al ( , 2015;Ni et al (2017); Parente (2012); Pedrini et al (2016); Pope et al (2015); Ridder, Piening, and Baluch (2012); Valeau (2015); Walk et al (2014) International Journal of Human Resource Management (9) Baluch (2017); Cunningham (2010, 2017); Fee and McGrath-Champ (2017); Kellner et al (2017); McDermott et al (2013); Merlot and De Cieri (2012); Rodwell and Teo (2008); Townsend et al (2017) Nonprofit and Voluntary Sector Quarterly (9) Ben-Ner and Ren (2015); Chang et al (2015); Eng et al (2012); Haley-Lock and Kruzich (2008); Lee (2016); Ohana et al (2013); Ridder and McCandless (2010); Schneider (2009); Visser et al (2016) Nonprofit Management and Leadership (7) K. Becker et al (2011); Froelich et al (2011); Grasse et al (2014); Mastracci and Herring (2010); von Schnurbein (2014); Swanson (2013); Treuren and Frankish (2014) Journal of Knowledge Management (3) Martin-Perez and Martin-Cruz (2015); Peet (2012); Zapata Cantu and Mondragon (2016) Asia Pacific Journal of Human Resources (2) Cortis and Eastman (2015); Sheehan (2009) Employee Relations (2) Akingbola (2013b); Ohana and Meyer (2016) (continued)…”

mentioning

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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Professionalization and Cost Efficiency of Fundraising in Charitable Organizations: The Case of Charitable Foundations in China

Cited by 17 publications

References 52 publications

Institutional isomorphism and nonprofit managerialism: For better or worse?

Institutional isomorphism and nonprofit managerialism: For better or worse?

Embedded Government Control and Nonprofit Revenue Growth

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

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