This paper postulates that the power distribution within a government–nonprofit partnership (GNP) shapes individual charitable decisions (e.g., giving or volunteering) by influencing the perceived effectiveness of a GNP and the perceived needs of the involved nonprofit. Empirically, we designed three vignettes (i.e., government‐led GNP, co‐led GNP, and nonprofit‐led GNP) and randomly distributed them among 907 American respondents recruited from Amazon Mechanical Turk (MTurk) in a recent experiment. Analyses provide consistent evidence to support the inhibitive effect of nonprofit domination in the decision‐making of a GNP on voluntary contributions.
{"title":"Power Distribution Within Government–Nonprofit Partnerships and Individual Charitable Decisions","authors":"Youlang Zhang, Yuan Tian, ChiaKo Hung","doi":"10.1002/nml.21636","DOIUrl":"https://doi.org/10.1002/nml.21636","url":null,"abstract":"This paper postulates that the power distribution within a government–nonprofit partnership (GNP) shapes individual charitable decisions (e.g., giving or volunteering) by influencing the perceived effectiveness of a GNP and the perceived needs of the involved nonprofit. Empirically, we designed three vignettes (i.e., government‐led GNP, co‐led GNP, and nonprofit‐led GNP) and randomly distributed them among 907 American respondents recruited from Amazon Mechanical Turk (MTurk) in a recent experiment. Analyses provide consistent evidence to support the inhibitive effect of nonprofit domination in the decision‐making of a GNP on voluntary contributions.","PeriodicalId":501445,"journal":{"name":"Nonprofit Management and Leadership","volume":"36 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-09-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142219011","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Volunteer learning enriches the volunteering experience and enhances volunteers' human and social capital. While previous studies have discussed the benefits and outcomes of volunteer learning, few delve into volunteer learning mechanisms. This study identifies several learning mechanisms by examining the role of informal learning activities, including self‐reflection and knowledge sharing, in volunteer learning outcomes. Furthermore, drawing from the social cognitive theory and organizational management literature, this study investigates how volunteers' community service self‐efficacy and managerial support factors influence their learning activities and outcomes. Using longitudinal survey data from four consecutive service years in the Ohio state‐level AmeriCorps programs, findings show that volunteer members' self‐efficacy and several managerial support factors predict their learning activities early in their service year and learning outcomes toward the end. Findings also reveal that self‐efficacy and managerial support fully mediate the effects of volunteer learning activities on their learning outcomes. The study sheds light on volunteer learning mechanisms and offers practical guidance for volunteer managers to support volunteer learning while serving their communities.
{"title":"Learning While Serving: The Role of Informal Learning Activities, Self‐Efficacy, and Managerial Support in Learning Outcomes of AmeriCorps Members","authors":"Yinglin Ma","doi":"10.1002/nml.21637","DOIUrl":"https://doi.org/10.1002/nml.21637","url":null,"abstract":"Volunteer learning enriches the volunteering experience and enhances volunteers' human and social capital. While previous studies have discussed the benefits and outcomes of volunteer learning, few delve into volunteer learning mechanisms. This study identifies several learning mechanisms by examining the role of informal learning activities, including self‐reflection and knowledge sharing, in volunteer learning outcomes. Furthermore, drawing from the social cognitive theory and organizational management literature, this study investigates how volunteers' community service self‐efficacy and managerial support factors influence their learning activities and outcomes. Using longitudinal survey data from four consecutive service years in the Ohio state‐level AmeriCorps programs, findings show that volunteer members' self‐efficacy and several managerial support factors predict their learning activities early in their service year and learning outcomes toward the end. Findings also reveal that self‐efficacy and managerial support fully mediate the effects of volunteer learning activities on their learning outcomes. The study sheds light on volunteer learning mechanisms and offers practical guidance for volunteer managers to support volunteer learning while serving their communities.","PeriodicalId":501445,"journal":{"name":"Nonprofit Management and Leadership","volume":"66 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142219012","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Our study examined how individual characteristics shape the way different dimensions of nonprofit reputation impact charitable giving decisions. We used data from a 2 × 2 × 2 full factorial survey experiment and operationalized reputation in three dimensions: financial efficiency, media visibility, and accreditation status. First, our findings show that information about high financial efficiency leads to increased donations from individuals who are older, White, or have higher levels of education, but fewer donations from individuals who are more religious or employed in the nonprofit sector. Second, information about accreditation status tends to drive more donations from older individuals but fewer donations from those who are more religious or conservative. The results underscore the significant role of individual differences in explaining the effects of nonprofit reputation on charitable giving decisions. Moreover, our study offers practical insights into how information regarding nonprofit reputation can be strategically utilized to solicit donations and educate donors.
{"title":"Who Cares About Nonprofit Reputation: Individual Differences in the Relationship Between Nonprofit Reputation and Charitable Giving","authors":"Shuyang Peng, Tierney A. Bamrick, Mirae Kim","doi":"10.1002/nml.21633","DOIUrl":"https://doi.org/10.1002/nml.21633","url":null,"abstract":"Our study examined how individual characteristics shape the way different dimensions of nonprofit reputation impact charitable giving decisions. We used data from a 2 × 2 × 2 full factorial survey experiment and operationalized reputation in three dimensions: financial efficiency, media visibility, and accreditation status. First, our findings show that information about high financial efficiency leads to increased donations from individuals who are older, White, or have higher levels of education, but fewer donations from individuals who are more religious or employed in the nonprofit sector. Second, information about accreditation status tends to drive more donations from older individuals but fewer donations from those who are more religious or conservative. The results underscore the significant role of individual differences in explaining the effects of nonprofit reputation on charitable giving decisions. Moreover, our study offers practical insights into how information regarding nonprofit reputation can be strategically utilized to solicit donations and educate donors.","PeriodicalId":501445,"journal":{"name":"Nonprofit Management and Leadership","volume":"6 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142219086","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Editor’s Note: NML Policy on the Use of Generative Artificial Intelligence","authors":"","doi":"10.1002/nml.21635","DOIUrl":"https://doi.org/10.1002/nml.21635","url":null,"abstract":"","PeriodicalId":501445,"journal":{"name":"Nonprofit Management and Leadership","volume":"38 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142219093","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The giving journeys of individuals, relating to their life stories and life places, have been positioned in the literature as romanticized versions of self. This research adopts a theory of philanthropic identity narratives using a journey metaphor, and explores the role and journeys associated with establishing a giving structure in the form of a private foundation. Findings from interviews with managers and trustees of private philanthropic foundations undertaken in two phases, 7 years apart, show that establishing a foundation shifts the emphasis of a giving journey from being individual‐focused to philanthropy‐focused, facilitating a legacy of giving rather than self. This paper contributes to theoretical and practical understandings of philanthropic journeys by adding a foundation lens, highlighting the shift in emphasis between identity and action, where establishing a giving structure is less about an individual founder's identity and more about focused philanthropic activity, irrespective of what that particular focus may be.
{"title":"Giving Journeys: The Role of Private Foundations","authors":"Alexandra Williamson, Belinda Luke","doi":"10.1002/nml.21631","DOIUrl":"https://doi.org/10.1002/nml.21631","url":null,"abstract":"The giving journeys of individuals, relating to their life stories and life places, have been positioned in the literature as romanticized versions of self. This research adopts a theory of philanthropic identity narratives using a journey metaphor, and explores the role and journeys associated with establishing a giving structure in the form of a private foundation. Findings from interviews with managers and trustees of private philanthropic foundations undertaken in two phases, 7 years apart, show that establishing a foundation shifts the emphasis of a giving journey from being individual‐focused to philanthropy‐focused, facilitating a legacy of giving rather than self. This paper contributes to theoretical and practical understandings of philanthropic journeys by adding a foundation lens, highlighting the shift in emphasis between identity and action, where establishing a giving structure is less about an individual founder's identity and more about focused philanthropic activity, irrespective of what that particular focus may be.","PeriodicalId":501445,"journal":{"name":"Nonprofit Management and Leadership","volume":"60 30 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142219090","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
To advance the conceptual understanding of what drives peer‐to‐peer fundraising success, this study takes a first step toward conceptualizing antecedents of peer fundraiser success based on a real‐world nonprofit–business collaboration. Drawing on social network and signaling theories, combined with knowledge from peer‐to‐peer fundraising literature, the authors developed and tested a mid‐range theory‐driven framework of peer fundraising success. The study collected observable data from a peer‐to‐peer collaboration between UNICEF and Les Mills, labeled “Workout for Water” campaign, and analyzed a unique dataset of 1899 fitness instructors who were engaged in the campaign as peer fundraisers. By contrasting characteristics and actions of successful and unsuccessful peer fundraisers, the empirical evidence from the two‐part model affirms several antecedents distinguishing between those peer fundraisers who achieve fundraising success and those who do not. The personal efforts to initiate additional actions and peer fundraiser's professional reputation within the peer community are particularly important. Furthermore, personalizing the individual's online fundraising page is important for overcoming the barrier of receiving no donations. As a key implication for practice, we present how to better realize peer‐to‐peer fundraising campaigns within a nonprofit–business collaboration setting.
为了从概念上进一步理解是什么推动了同行筹款的成功，本研究基于现实世界中非营利组织与企业的合作，迈出了将同行筹款成功的先决条件概念化的第一步。作者借鉴社会网络和信号传递理论，结合同行筹款文献中的知识，开发并测试了同行筹款成功的中期理论驱动框架。该研究收集了联合国儿童基金会与 Les Mills 开展的名为 "为水锻炼 "活动的同行合作中的可观察数据，并分析了作为同行筹款者参与该活动的 1899 名健身教练的独特数据集。通过对比成功和不成功的同伴募捐者的特征和行动，来自两部分模型的经验证据证实了区分募捐成功和不成功的同伴募捐者的几个前因。个人发起额外行动的努力和同行筹款人在同行社区中的专业声誉尤为重要。此外，个人在线筹款页面的个性化对于克服没有收到捐款的障碍也很重要。作为对实践的重要启示，我们介绍了如何在非营利组织与企业合作的环境中更好地实现同行筹款活动。
{"title":"What Makes Peer Fundraisers Successful? Examining Peer‐to‐Peer Fundraising Success in the Context of Peer‐to‐Peer Nonprofit–Business Collaboration","authors":"Laura Hesse, Silke Boenigk","doi":"10.1002/nml.21630","DOIUrl":"https://doi.org/10.1002/nml.21630","url":null,"abstract":"To advance the conceptual understanding of what drives peer‐to‐peer fundraising success, this study takes a first step toward conceptualizing antecedents of peer fundraiser success based on a real‐world nonprofit–business collaboration. Drawing on social network and signaling theories, combined with knowledge from peer‐to‐peer fundraising literature, the authors developed and tested a mid‐range theory‐driven framework of peer fundraising success. The study collected observable data from a peer‐to‐peer collaboration between UNICEF and Les Mills, labeled “Workout for Water” campaign, and analyzed a unique dataset of 1899 fitness instructors who were engaged in the campaign as peer fundraisers. By contrasting characteristics and actions of successful and unsuccessful peer fundraisers, the empirical evidence from the two‐part model affirms several antecedents distinguishing between those peer fundraisers who achieve fundraising success and those who do not. The personal efforts to initiate additional actions and peer fundraiser's professional reputation within the peer community are particularly important. Furthermore, personalizing the individual's online fundraising page is important for overcoming the barrier of receiving no donations. As a key implication for practice, we present how to better realize peer‐to‐peer fundraising campaigns within a nonprofit–business collaboration setting.","PeriodicalId":501445,"journal":{"name":"Nonprofit Management and Leadership","volume":"59 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142219092","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
While existing literature documents the low compensation of nonprofit human services workers, it is not well understood how managers of these organizations perceive and respond to the problem. Adopting resource dependency and competing institutional logics perspectives, we chose the New York nonprofit child welfare sector—a heavily government‐funded field—as a collective case to study these issues. Based on interviews with 17 leaders of the primary NY nonprofit child welfare agencies, we found that these agencies' employee compensation was primarily constrained by government contracts, and they were torn by conflicting institutional logics from the state, the labor market, private funders, and unions. Overall, government contracts and market competition determined worker pay, and nonprofit child welfare agencies faced labor competition not only from peer organizations, but also from the government and for‐profit sectors. With the “great resignation” atmosphere and increased cost of living intensified by the COVID‐19 pandemic, agencies were under tremendous pressure to raise worker pay. However, programs chronically underfunded by the government were incapable of providing competitive wages and were experiencing high staff turnover and vacancies. Agency leaders agreed on the need to push the government to pay programs adequately but disagreed about advocacy goals and messaging. Most leaders had reservations about aggressive collective bargaining measures such as “going on strike.” These common but attenuated labor dynamics, related managerial responses, and implications for the future of the sector are discussed, particularly in response to competing institutional pressures.
{"title":"Employee Compensation of Nonprofit Child Welfare Agencies in New York: Crises and Strategies","authors":"Rong Zhao, Angela Bies, Seon Mi Kim","doi":"10.1002/nml.21629","DOIUrl":"https://doi.org/10.1002/nml.21629","url":null,"abstract":"While existing literature documents the low compensation of nonprofit human services workers, it is not well understood how managers of these organizations perceive and respond to the problem. Adopting resource dependency and competing institutional logics perspectives, we chose the New York nonprofit child welfare sector—a heavily government‐funded field—as a collective case to study these issues. Based on interviews with 17 leaders of the primary NY nonprofit child welfare agencies, we found that these agencies' employee compensation was primarily constrained by government contracts, and they were torn by conflicting institutional logics from the state, the labor market, private funders, and unions. Overall, government contracts and market competition determined worker pay, and nonprofit child welfare agencies faced labor competition not only from peer organizations, but also from the government and for‐profit sectors. With the “great resignation” atmosphere and increased cost of living intensified by the COVID‐19 pandemic, agencies were under tremendous pressure to raise worker pay. However, programs chronically underfunded by the government were incapable of providing competitive wages and were experiencing high staff turnover and vacancies. Agency leaders agreed on the need to push the government to pay programs adequately but disagreed about advocacy goals and messaging. Most leaders had reservations about aggressive collective bargaining measures such as “going on strike.” These common but attenuated labor dynamics, related managerial responses, and implications for the future of the sector are discussed, particularly in response to competing institutional pressures.","PeriodicalId":501445,"journal":{"name":"Nonprofit Management and Leadership","volume":"467 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142219096","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The present study aims to explore how nonprofit organizations utilize relationship investment efforts to foster positive behavioral outcomes among their donors and volunteers, including word‐of‐mouth, support retention, and social media engagement, thereby ensuring the sustainability of these relationships. Findings from a survey of 210 participants reveal that donors' and volunteers' perceived social and economic investments positively influence their organizational identification with nonprofit organizations, leading to favorable behavioral outcomes. Additionally, this research examines the moderating role of relationship proneness in the association between perceived relationship investment and organizational identification. The results indicate that low relationship proneness strengthens the impact of perceived relationship investment on organizational identification. This study contributes to the existing literature on relationship investment and identification in nonprofit contexts, offering practical insights for managers. The implications for future research are discussed, along with acknowledgment of limitations.
{"title":"The Impact of Perceived Relationship Investment and Organizational Identification on Behavioral Outcomes in Nonprofit Organizations: The Moderating Role of Relationship Proneness","authors":"Chi‐Shiun Lai, Duc Tam Nguyen","doi":"10.1002/nml.21632","DOIUrl":"https://doi.org/10.1002/nml.21632","url":null,"abstract":"The present study aims to explore how nonprofit organizations utilize relationship investment efforts to foster positive behavioral outcomes among their donors and volunteers, including word‐of‐mouth, support retention, and social media engagement, thereby ensuring the sustainability of these relationships. Findings from a survey of 210 participants reveal that donors' and volunteers' perceived social and economic investments positively influence their organizational identification with nonprofit organizations, leading to favorable behavioral outcomes. Additionally, this research examines the moderating role of relationship proneness in the association between perceived relationship investment and organizational identification. The results indicate that low relationship proneness strengthens the impact of perceived relationship investment on organizational identification. This study contributes to the existing literature on relationship investment and identification in nonprofit contexts, offering practical insights for managers. The implications for future research are discussed, along with acknowledgment of limitations.","PeriodicalId":501445,"journal":{"name":"Nonprofit Management and Leadership","volume":"20 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142219095","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Xiaoyan Liang, Jeremy St. John, Leven Jianwen Zheng, Xiwei Zhang
Corporate social responsibility (CSR) has predominantly been examined from a business standpoint, yet its implementation often involves the active participation of nonprofit organizations. While corporations may engage in CSR activities with the ultimate goal of business gain, questions arise regarding how these initiatives are perceived and utilized by their nonprofit partners to fulfill their missions. Surprisingly, limited research exists that explores CSR from the nonprofit standpoint. This study aims to bridge this gap by investigating the perspectives of nonprofits in relation to CSR initiatives, focusing on a case study of three nonprofit organizations operating in the Australia food rescue sector. By examining corporate volunteering programs as a specific CSR initiative, the study identifies both instrumental CSR and strategic CSR within nonprofits' perceptions of their CSR partnerships. Moreover, the study uncovers nuanced differences between nonprofits that choose to adopt retail corporate volunteerism—commercialize their corporate volunteering programs and those that reject such commercialization. These differences manifest in the form of strategic transactional CSR versus strategic relational CSR mindsets, as elucidated by Mirvis' (2012) CSR framework. This research contributes to the CSR literature by offering valuable insights from the nonprofit perspective. It also sheds light on the emerging phenomenon of retail corporate volunteerism and possible CSR motivations for its occurrence.
{"title":"Exploring nonprofit perspectives on CSR: The emergence of retail corporate volunteerism","authors":"Xiaoyan Liang, Jeremy St. John, Leven Jianwen Zheng, Xiwei Zhang","doi":"10.1002/nml.21628","DOIUrl":"https://doi.org/10.1002/nml.21628","url":null,"abstract":"Corporate social responsibility (CSR) has predominantly been examined from a business standpoint, yet its implementation often involves the active participation of nonprofit organizations. While corporations may engage in CSR activities with the ultimate goal of business gain, questions arise regarding how these initiatives are perceived and utilized by their nonprofit partners to fulfill their missions. Surprisingly, limited research exists that explores CSR from the nonprofit standpoint. This study aims to bridge this gap by investigating the perspectives of nonprofits in relation to CSR initiatives, focusing on a case study of three nonprofit organizations operating in the Australia food rescue sector. By examining corporate volunteering programs as a specific CSR initiative, the study identifies both instrumental CSR and strategic CSR within nonprofits' perceptions of their CSR partnerships. Moreover, the study uncovers nuanced differences between nonprofits that choose to adopt retail corporate volunteerism—commercialize their corporate volunteering programs and those that reject such commercialization. These differences manifest in the form of strategic transactional CSR versus strategic relational CSR mindsets, as elucidated by Mirvis' (2012) CSR framework. This research contributes to the CSR literature by offering valuable insights from the nonprofit perspective. It also sheds light on the emerging phenomenon of retail corporate volunteerism and possible CSR motivations for its occurrence.","PeriodicalId":501445,"journal":{"name":"Nonprofit Management and Leadership","volume":"31 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141511354","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Recruiting talented employees is challenging for nonprofit organizations. This study examines the effects of two possible human resource recruitment practices—offering new ways of working and leadership development opportunities—on the intention of talent to apply for a position at a nonprofit organization. Building on the self‐determination theory, the authors conducted an online survey experiment (n = 389) with aspiring employees in Germany. The results show that, of the offered practices, only “new ways of working” significantly increase individuals' intention to apply. Regarding work sector preferences, nonprofits are in a war for talent, as only 13.6% prefer the nonprofit sector, with most participants (47.8%) preferring to find a job with a for‐profit company or in the public sector (38.6%). As a key nonprofit management implication, recruiters should develop and implement new ways of working to attract talented employees to the nonprofit sector.
{"title":"Nonprofit talent recruitment: An online experiment on new ways of working and leadership development opportunities","authors":"Nils Geib, Silke Boenigk","doi":"10.1002/nml.21626","DOIUrl":"https://doi.org/10.1002/nml.21626","url":null,"abstract":"Recruiting talented employees is challenging for nonprofit organizations. This study examines the effects of two possible human resource recruitment practices—offering new ways of working and leadership development opportunities—on the intention of talent to apply for a position at a nonprofit organization. Building on the self‐determination theory, the authors conducted an online survey experiment (n = 389) with aspiring employees in Germany. The results show that, of the offered practices, only “new ways of working” significantly increase individuals' intention to apply. Regarding work sector preferences, nonprofits are in a war for talent, as only 13.6% prefer the nonprofit sector, with most participants (47.8%) preferring to find a job with a for‐profit company or in the public sector (38.6%). As a key nonprofit management implication, recruiters should develop and implement new ways of working to attract talented employees to the nonprofit sector.","PeriodicalId":501445,"journal":{"name":"Nonprofit Management and Leadership","volume":" 32","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141372905","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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