Browsing by Subject "Nonprofit management"

Now showing 1 - 3 of 3
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    Expectations and Experiences of Young Nonprofit Employees: Toward a Typology
    (2011-07) Walk, Marlene
    Nonprofit organizational performance depends heavily on the work experiences and job satisfaction of the employees. Pressures to be more competitive in a diverse market of social services and health care providers, however, often drift the organizational attention away from the workforce. This exploratory analysis focuses on employees who have been recruited to entry-­‐level positions (jobs for university graduate students that require no or only little prior experience) in German Free Welfare Associations (FWAs). Through qualitative interviews with 28 employees, aged 23 to 35, their expectations, work experiences and consequent levels of job satisfaction have been studied and analyzed. Findings show that their initial expectations of working in FWAs often do not match the reality of the workplace. A typology of young employees is advanced that will enable FWAs to achieve a better fit between the employees’ personal needs and the organizational setting.
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    Managing a Civil Society Organization in Democratic Crisis
    (2020-11) Kilicalp Iaconantonio, Sevinc Sevda; Benjamin, Lehn M.; Mesch, Debra J.; Herrold, Catherine E.; Baggetta, Matthew
    This study investigated how civil society organizations (CSOs) adapted to shifts in their external environment that threatened their survival. Specifically, the study considered how CSOs in Turkey were responding to growing authoritarianism and citizens’ demands for a voice and openness. Moreover, the study sought to explain why organizational responses varied across organizations operating in the same field and the challenges CSO leaders confronted as they implemented changes in response to this environment. These pressures, both authoritarian regimes and citizens’ demands for a voice in these organizations, reflect the democratic crisis in many countries and the overall distrust in institutions. In this respect, considering the consequences of both of these pressures for the legitimacy of CSOs simultaneously is both timely and necessary. This study blended theoretical insights from neo-institutional theory and resource dependency theory as well as strategic management literature and civil society literature to fill this theoretical gap. I argue that competing external pressures created conflicting logics by providing different stipulations about how CSOs had to be managed and that CSOs developed differentiated strategies by adopting some features of each logic. I grouped these responses into two main categories: survival and mission-related responses. I demonstrated that competing institutional logics pass through the organizational field and then they are filtered by the following organizational attributes: organizational form, stance toward government, risk tolerance and organizational capacity. Tensions and paradoxical situations resulting from selected practices created various management challenges for CSO leaders. These findings offer new perspectives to the literature on civil society under authoritarian regimes by pointing out the link between outside threats confronting CSOs and significant organizational management issues, thus illustrating how political regimes constrain CSOs’ capacity to contribute to democratic processes and perform internal democracy through soft and hard repression tools.