Company–cause fit has been one of the major issues in the domain of corporate social responsibility. This study tries to expand the perspective from company–cause to company–non-profit organization (NPO) fit, and it gives implications to firms looking for long-term collaboration with an NPO. Specifically, it suggests three types of fit, i.e., familiarity, business, and activity fit and investigates the potential effects of these fits in social alliances between companies and the partnering NPOs on consumer attributions of the firms’ motives (...) for the alliances. An experiment that used scenarios revealed that consumers perceive high-fitted alliances on the dimensions of the familiarity and activity fit as being more public-serving than low-matched ones. However, the consumers’ attribution of the motive is not different between the high and low business fit. The implications of the research results are discussed from an academic and practical standpoint. (shrink)

Purpose: Performance measurement systems (PMS) in Nonprofit Organizations (NPOs) are more complex than in for-profit organizations. NPOs have an orientation towards social mission and values, and they consider not only organizational efficiency and viability, but also the social impact of the organization. This research provides a comprehensive synthesis of PMSs in NPOs. Design/methodology/approach: Using a literature review, supported by bibliometric and network analyses. A paper set of 240 articles related to this research field is examined. Topics that (...) are the most prevalent in this research area and their interrelationships are identified, presenting an outline of current efforts. Findings: Despite the descriptive analyses for the paper set, a framework is proposed for organizing the design-implementation factors of PMSs in nonprofit organizations, identifying the main requirements for their successful development. Originality/value: Investigation on performance measurement in nonprofit organizations is still in its early stages of development with many opportunities to further develop the field. Conceptual frameworks and models, as well as specific theories, are being generated for this field of research, and the process of adapting models from the general field of performance measurement is taking place. The meta-framework that organizes the main research topics of PMS in nonprofit organizations and the framework that consolidates factors that influence the design-implementation of PMSs in nonprofit organizations developed represents this paper contribution. (shrink)

Self-esteem, self-monitoring, and temperamental traits are important factors that influence human behavior. The purpose of the present study was to compare groups involved in humanitarian (n= 61), political (n= 68), and religious (n= 54) activities in terms of intergroup differences in self-esteem, self-monitoring, and temperamental traits. There are two research questions that we sought to address: “What are the relationships between self-esteem, self-monitoring, and temperamental traits among those involved in social, religious, and humanitarian aid activities?” and “Do temperamental traits affect (...) self-esteem and self-monitoring among volunteers?” The study was conducted in Poland among adults aged 18 years and older, during meetings of six selected non-profit organizations, consisting of two organizations each in the humanitarian, political, and religious areas. The study used the Polish versions of the Rosenberg Self-esteem Scale, Snyders’ Self-Monitoring Scale, and the EAS Temperament Questionnaire. Volunteers of humanitarian organizations had the lowest self-esteem among all the examined groups. Politicians turned out to be more pragmatic than those involved in religious activities and humanitarian aid. Between the three examined groups, there were statistically significant differences in temperamental activity; the most active are those politically involved, followed by participants involved in humanitarian aid and religious activities. Moreover, volunteers involved in humanitarian aid reported a higher level of temperamental fear than those involved in political and religious activities. Furthermore, there were group differences in their reasons for social involvement. We discuss the potential sources of differences and consequences of outcomes for human resource practice in non-profit organizations. (shrink)

This study contributes to our understanding of organizational identity through dichotomous motivations of altruism and egoism in nonprofit organizations. By applying an empirical analysis of NPO members, organizational identity is found to be well explained by altruistic motivation and egoistic motivation. More importantly, this study finds that collectivism positively moderates the relationship between altruistic motivation and organizational identity, and negatively moderates the relationship between egoistic motivation and organizational identity. It is noticeable that altruistic motivations have a stronger impact on (...) organizational identity when collectivism is high, while egoistic motivations have a stronger impact on organizational identity when collectivism is low. Finally, this study generates helpful management implications based on research findings. It is suggested that the managers of NPOs could enhance members’ organizational identity by taking motivations and collectivism into consideration, that is to say, in order to build up organizational identity of NPO members, both righteousness and shared interests matter simultaneously. (shrink)

Using a dataset of corporate philanthropic gifts of $1 million or more, we examine the influence of corporate donors on the performance of recipient non-profit organizations. We find that corporate donors positively influence NPO performance, specifically in the form of higher revenues per employee, program ratios, and fundraising returns. We find little evidence that large foundation or individual donors similarly enhance organizational performance. In additional analysis, we find that large corporate donations matter when the corporation is more likely (...) to have influence over the recipient NPO. These findings suggest that corporate donors provide the monitoring and expertise needed to enhance organizational performance beyond simply providing funding to NPOs. Our results are robust to a two-stage model and propensity score matching to address endogeneity concerns. While prior research has examined the effect of corporate philanthropy on donor organization performance, we contribute to the literature by examining whether corporate philanthropy also improves recipient organization performance. (shrink)

Nonprofit organizations (NPOs), are quite complex in terms of organizational structure, diversity at the workplace, as well as motivational mechanisms and values rationality. Nevertheless, from an Organizational Psychology perspective, the systematic analysis of this context is scarce in the literature, particularly regarding conflicts. This qualitative study analyzes types, prevalence and consequences of conflicts in a large NPO organization considering as theoretical framework several consolidated Organizational Psychology theories: Conflict Theory, Social Comparison Theory and the Equity Theory. Conflicts were analyzed taking (...) into account volunteers’ perspective, who has been consistently protagonist on NPOs research, but also considering paid staff’s perspective, as one of the main stakeholders in these organizations, whose relative power has increase in the past decade due the professionalization of the NPO’s sector. Results confirmed the existence of four types of conflicts: task, process, status and relationship conflicts. Relationship conflict is the least reported type, revealing the protection factor that values and engagement with a social aim have on this organizational context. The most relevant finding is the strong difference between paid staff and volunteers in conflict perceptions, showing paid staff, overall, higher levels of conflicts than volunteers. Findings also show stronger negative consequences for paid staff compared to volunteers. Theoretical and practical implications are discussed. (shrink)

Non-profit organizations are facing growing pressure to become more performance oriented. The existence of a rising number of NPOs and the scarcity of fund sources is an increasingly worrying scenario. Our case study examines the experiences of three non-governmental development organizations and discusses the possible existence of a relationship among fund sources and organizational performance. Non-profits are gradually required to respond to performance measurement directives and their fund sources may be scarce, in terms of quantity and diversity. (...) Two central findings emerged from interviews and document analysis. First, there is a relationship between funds and performance, additional/greater funds positively influence organizational performance. Second, funds diversity play a critical role on performance, diversification of funds sources reduces the dependence of organizations and consecutively improves their performance. (shrink)

This paper investigates the process through which firms and non-profit organizations reconcile divergent worldviews in the development of firm–NPO partnerships. Drawing on data from two long-lived firm–NPO partnerships, this study suggests that the dynamics of reconciliation in situations of institutional complexity can be better understood by examining how firms and NPOs manage the interplay of both market and social logics in an inter-organizational context. We have found that during the initial stages of collaboration, partners manage differences by engaging (...) in joint pilot projects and by demonstrating management’s commitment to the partnerships. Subsequently, after firms and NPOs sign a formal partnership agreement, they seek to maintain a sustainable mode of interaction by adopting three distinct mechanisms for managing tensions arising from the partnership: negotiating activity scope, monitoring and learning, and modifying organizational practices. Our research findings contribute to the literature on cross-sector partnership and institutional complexity by highlighting the means by which organizations reduce tensions associated with divergent institutional logics and maintain successful partnerships. (shrink)

Financially significant relationships between corporations and non-profit organizations (NPOs) have increased in recent years. NPOs offer access to interests and ideologies that are lacking within most forprofit organizations. These partnerships form a unique bridge between for-profit and non-profit goals and offer significant potential to produce innovative ways of "doing business by doing good." Exploration of the structural implications of these relationships, however, has been limited. The potential for ideological imbalance in these relationships, particularly for the (...) NPO, has been poorly described. We explore the structure of Corporate-NPO relationships from the NPO's perspective under high pressure conditions such as large relational investments or negative pressure from stakeholders. Using data collected from 20 NPOs in Australia, we identified the use by NPOs of both formal and informal governance mechanisms within their partnerships. These mechanisms acted to align and defend important goals of the NPO. They allowed the NPO and their corporate partners to be simultaneously "together and apart."Our study offers important insight toward the study of cross-sector relationships and the role of governance mechanisms. (shrink)

Financially significant relationships between corporations and non-profit organizations have increased in recent years. NPOs offer access to interests and ideologies that are lacking within most for-profit organizations. These partnerships form a unique bridge between for-profit and non-profit goals and offer significant potential to produce innovative ways of “doing business by doing good.” Exploration of the structural implications of these relationships, however, has been limited. The potential for ideological imbalance in these relationships, particularly for the (...) NPO, has been poorly described. We explore the structure of Corporate–NPO relationships from the NPO's perspective under high pressure conditions such as large relational investments or negative pressure from stakeholders. Using data collected from 20 NPOs in Australia, we identified the use by NPOs of both formal and informal governance mechanisms within their partnerships. These mechanisms acted to align and defend important goals of the NPO. They allowed the NPO and their corporate partners to be simultaneously “together and apart.” Our study offers important insight toward the study of cross-sector relationships and the role of governance mechanisms. (shrink)

The corporate social responsibility literature devotes relatively little attention to the strategic role played by employee voluntary activities (EVAs) in social alliances. Using the resource-based perspective of the organization to frame the data collection and the analyses, this article investigates: (1) the role of EVAs in the development of corporate and non-profit organizations (NPOs) competitive assets and (2) the management approaches to how both parties can develop their own resources by combining them with the shared resources with the (...) purpose of enhancing its competitive advantage in its own sector. The database is composed of 70 specifically designed interviews with managers of UK-based firms and NPOs. The analyses suggest, among other things, that the majority of corporate and non-profit managers find that EVAs generate substantial tangible and intangible benefits for their respective organisations, creating genuine synergies. We also find evidence of a general preference for the management approaches of such programmes in both types of organisation. (shrink)