Nonprofit Management & Leadership最新文献

COVID-19 has created unprecedented challenges and uncertainty for the nonprofit sector. Drawing from a case study of a community-based service delivery nonprofit organization in Hong Kong, this research note examines the impact of COVID-19 on this organization's daily operations, identifies its organizational coping strategies in response to the challenges it faced, and outlines key organizational learning resulting from its experience of dealing with the pandemic. With reference to the narrative development process framework, this study found that the customary social service delivery model was inadequate in meeting the emergent needs identified in the community. This realization served as a catalyst for the organization to employ socially innovative coping strategies to continue safeguarding the well-being of vulnerable population groups. As a result, a new paradigm of service delivery leveraging on neighborhood support networks and cross-sector collaborations was developed. Factors that would enable nonprofits to enhance their adaptive capacity in the face of future public health crises are discussed, with particular attention drawn to the usefulness of adopting a narrative development process in guiding organizations' collective actions.

Organizational resilience remains an under-explored topic in the nonprofit management literature (Searing et al., 2021). Despite an increasing number of studies framed by management perspectives and organizational theory, their focus is on how forprofit organisations react against external crisis by developing 'resilience capabilities'; ways of understanding and of working designed to reduce uncertainty and restore balance to the organisation (Lengnick-Hall, et al., 2011; Williams et al., 2017). This article draws on literature on 'resilience capabilities' and on in-depth interviews with nonprofit fundraisers, carried out during the early stages of the Covid-19 pandemic, to examine how they compensated for a sudden drop in financial revenue by devising alternative, strategic ways of fundraising. It argues that non-profit fundraisers deployed cross-capability building, which combined and merged emotion-related and behavioural capabilities to achieve strategic, practical results.

Community foundations are uniquely positioned within their localities to provide immediate needs and realize their communities' strengths, resources, and challenges, affording them opportunities to be highly effective in responding to crises. Many community foundations act not only as grant-makers and social investors, but also as community mobilizers, experts, facilitators, and leaders, who work on identifying areas of greatest need to catalyze meaningful social change. As the COVID-19 pandemic has quickly spread across the United States, many community foundations are spearheading immediate relief efforts locally and mobilizing millions of dollars throughout the U.S. This article highlights the initial response efforts of specific community foundations to the COVID-19 outbreak, including operations, shifts in funding priorities, and fund allocation oversight. Moving forward, it will be increasingly critical for community foundations and all philanthropists to strategically prioritize funding initiatives, voice local concerns to policymakers, and advocate for both state and federal policies related to nonprofit support.

The COVID-19 pandemic disproportionately affects already-vulnerable minorities, highlighting the need for strong, trusting relationships between governments and minority nonprofits for everyone's benefit. The current scholarship suggests minority members often lack trust in government. This study contributes to the field by examining trust levels Muslim-American nonprofits have for federal, state, and local government. Nearly two-thirds (65%) of Muslim nonprofit leaders believe that they may be discriminated against in the award of CARES Act funding, but on racial rather than religious ones. Moreover, partisanship affects trust levels. Muslim nonprofits in Republican "red" states show less trust in government compared with those in Democratic "blue" states. This study finds evidence that past relationships with the government strengthen trust. Past awards of government grants correlated positively with higher trust at both federal and local levels.

The coronavirus pandemic (COVID-19) had detrimental health and economic impacts on communities across the globe. Consequently, public, profit and nonprofit organizations had to quickly adjust to the new situation and adopt new operating strategies and service delivery mechanisms. This study examines a nonprofit food network in Virginia and the impact of COVID-19 on food bank services and distribution operations. Guided by the adaptive systems approach, this case study utilizes the Federation of Virginia Food Bank (FVFB) and focuses on operational challenges within the network and the impact of the CARES Act. The data obtained from stakeholder interviews and a survey of local and regional providers suggest communication and adaptive management were crucial in the continuation of network operations. Furthermore, understanding the multifaceted needs of vulnerable individuals, beyond nutrition and food insecurity, is important for nonprofit service partners in a network. The study proposes a conceptual framework for effective operations in a nonprofit network during crisis and highlights the need to create collaborative capacity.

Due to the COVID-19 pandemic, nonprofit organizations face increased demands for services alongside decreased revenues and must make tough choices on how to weather these stressors. Alongside these organizational changes, COVID-19 impacts nonprofit workers and could be a career shock for these individuals, potentially altering how they think of their work and career intentions, even jeopardizing their commitment to the sector. Therefore, this paper outlines a research agenda to understand how the pandemic impacts nonprofit workers and their commitment to working in the sector. Several areas for future research are identified including human resource policy, leadership development, generational differences, gender effects, nonprofit graduate education, and mission-specific work effects.