Running Head: ANNOTATED BIBLIOGRAPHY

Annotated Bibliography
Abigail Thomforde
James Madison University

Annotated Bibliography

Fundraising
Impacts of Earmarked Private Donations for Disaster Fundraising
Toyasaki is from the School of Administrative Studies at York University. Wakolbinger is
from the Vienna University of Economics and Business. The authors extensively outline,
analyze, and provide benefits and critiques of earmarking funds for disaster relief. The authors
come to the conclusion that the two types of fundraising, allowing earmarked donations, and not
allowing them, are appropriate at different times and for use by different organizations. This
article adds to the field by critiquing a popular model of gathering donations: earmarking for
disaster relief. The bias seems to be against earmarking as the authors focus on the critiques, but
the benefits are also clearly stated. This article has a high reading level and may be difficult to
understand to those who do not have a working knowledge of business or nonprofit terms. This
article is a clear and extensive analysis of the benefits and detriments of allowing earmarked
donations and would be beneficial and integral to the research of anyone considering
implementing an earmarked donations plan.
Toyasaki, F. & Wakolbinger, T. (2014). Impacts of earmarked private donations for disaster
fundraising, Annals of Operations Research 221(1). DOI: 10.1007/s10479-011-1038-5
Organizational Characteristics Associated with Fundraising Performance of Nonprofit
Hospitals
Owens Erwin PhD is an assistant professor of Health Services Administration at Auburn
University. Yarbrough PhD is an assistant professor Health Services Administration at the
University of Alabama at Birmingham. The authors studied the process and effectiveness of

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nonprofit hospital fundraising. This article is unique because it not only looks at the effectiveness
of the fund raising efforts, but the effectiveness of the different processes used to fundraise
individually, and in the context of for a nonprofit hospital. While the article states that little
research has been done on subjects that impact nonprofit hospitals; further research suggests that
this may be an overstatement as there is a great amount of research available on nonprofits.
There was no bias detected in the article. This article is important to those involved in
fundraising for nonprofit hospitals.
Owens Erwin, C. & Yarbrough Landry, A. (2015) Organizational characteristics associated with
fundraising performance of nonprofit hospitals, Journal of Healthcare Management
60(2).
Marketing
Managing Branding and Legitimacy: A Study of Charity Retail Sector
Liu and Sekhon are from Bournemouth University in Poole, UK, and Eng is from the
University of Essex, Southend-On-Sea, UK. This article explores brand legitimacy and
environment competition of charity retail shops. The first conclusion of the authors is that charity
retail shops must employ strategies of brand legitimacy similar to those of their for-profit
counterparts in order to be competitive. The second conclusion is of brand management research.
While charity retail shops study the relation between the branding and the organizations mission,
little is looked in to the relation between the branding and competitors branding and that of
national popular companies. This is necessary in order to remain competitive in the market. The
third conclusion is that different nonprofit organizations should employ different strategies as

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appropriate for the organization. As stated in the article, this research is first of its kind on the
marketing and branding of charity retail shops. There is no bias reported in this article.
Liu, G., Eng, T. Y., & Sekhon, Y. K. (2014). Managing branding and legitimacy: A study of
charity retail sector, Nonprofit & Voluntary Sector Quarterly 43(4). DOI:
10.1177/0899764012474722
Marketing 3.0: The Challenge for Private, Public, and Non-profit Sectors
Senkus is from the University of Life Sciences in Poland. Senkus outlines the
development of marketing in connection to the technological advances and economic crisis of
the times. Marketing 3.0 refers to the type of marketing currently happening, with 4.0 being the
next step in marketing from now. The author speaks to the challenges all sectors face, and takes
into account the resource each sector individually has. This article adds to the field a theory on
marketing and the way it should be carried out. The bias is clearly in favor of the adoption of so
called Marketing 3.0, and its expansion toward Marketing 4.0. This article is not of particularly
high comprehension level, although basic knowledge of business functions and marketing help
are expected. This article is important to those seeking to implement a marketing strategy and are
looking for theoretical research, rather than step by step instructions.
Senkus, P. (2013). Marketing 3.0: The challenge for private, public, and non-profit sectors,
theoretical approach, Proceedings of the International Scientific Conference: Rural
Development 6.

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5
Internet for Nonprofits

Virtual Stewardship in the Age of New Media: Have Nonprofit Organizations moved
beyond Web 1.0 Strategies?
Waters is from the University Of San Francisco, School Of Management, and Feneley is
from North Carolina State University. The two authors studied extensively the impact of
websites, social media, and social networking on nonprofit organizations. Web 1.0 is described
as the basic use of a website, while Web 2.0 is the introduction of social media and social
networking presence. The authors found that of the organizations on the Nonprofit Times 100,
there was an overwhelming preference toward website use over social media and social
networking. However, most every organization stated that not having a Facebook page was
ultimately detrimental to the organization. This article fits with others that speak to the difficulty
of measuring benefit of social media, as well as Public Relations as a whole. The authors present
both the benefits and critiques of Web 2.0 and social networking sites, thus no bias is detected.
This article is important to anyone looking for the pros and cons of social media use, especially
in reference to reciprocity, responsibility, and reporting. (Waters & Feneley, 2013)
Waters, R.D. & Feneley, K.L. (2013). Virtual stewardship in the age of new media: Have
nonprofit organizations moved beyond web 1.0 strategies?, International Journal of
Nonprofit & Voluntary Sector Marketing 18(3). DOI: 10.1002/nvsm.1469
Nonprofit Adoption of Websites and Website Types
McMahon, Seaman, and Buckingham all hail from Pepperdine University. The authors
studied the website and type of website implemented by organization in Washington State. The
authors found that a statistically significant amount of organizations did not have the right type

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of website for their mission or values, or simply did not find having a website to be important.
The article chose to study organizations from the nonprofit sector which have a religious
affiliation. This was in an attempt to fill the gap in research that exists around nonprofit-religious
based organizations. There was very little bias detected in the article, although there may have
been a bias of being critical of the so called incorrect choice of website type. This article is of
particular use to those working for or with a religiously affiliated nonprofit organization,
especially in implementing a website. (McMahon, Seaman, & Buckingham, 2011)
McMahon, D., Seaman, S., & Buckingham, J. (2011). Nonprofit adoption of websites and
website types, Journal of Marketing Development & Competitiveness 5(6).
Personnel
Personnel Flexibility and Red Tape in Public and Nonprofit Organizations
Feeney, of the University of Illinois at Chicago, and Rainey, of the University of Georgia,
found a hole in the continuum of research available about how personnel rules and regulations,
or red tape, impacts different types of organizations. The authors discovered that there was little
research on the impact on nonprofits. Feeney and Rainey found that it is often harder to
discipline and reward employees in government and public agencies than in private companies
such as businesses. The Authors concluded that the red tape perceived by those working in the
public sector is great, but also depends on the state in which the agency is located. The private
sector had the least amount of perceived red tape. The nonprofit sector became the middle
ground between the two of having more red tape than the private sector, but less red tape than
the public sector. As stated in the abstract, the authors created this research in order to fill a gap
missing from the current research available. There was no perceived bias from the authors,

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except that their state-specific examples came from only Illinois and Georgia, the states in which
the authors are located. This research article is of moderate reading difficulty, any educated adult
would have little trouble understanding the research. This new research on the personnel
regulations referred to as red tape as it applies to nonprofits fills the gap in research about
personnel regulation as a whole.
Feeney, M. K. & Rainey, H. G. (2010). Personnel flexibility and red tape in public and nonprofit
organizations: Distinctions due to institutional and political accountability, Journal of
Public Administrations Research & Theory 20(4) DOI: 10.1093/jopart/mup027
Strategic Human Resource Management: A Reality Check
Sondhi and Nirmal from New Delhi researched Strategic Human Resource Management.
A new perspective on human resource management. Strategic Human Resource Management is
described as any Human Resource Management that is carefully planned and executed in order
to meet business goals. The text includes examples and success stories of the implementation. It
adds to the field of Human Resources by providing a modern strategy towards Human
Resources. There is a clear bias in favor of the theory, and no negatives are addressed. The
reading difficulty is that of a typical adult, although some knowledge of business principles or
human resource development would be helpful. This article provides an examination of Strategic
Human Resource Management that would be helpful to anyone looking to implement it.
Sondhi, V. & Nirmal, P. S. (2013) Strategic human resource management: A reality check,
Review of Management 3(1/2).

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Communications and Public Relations

From Awareness to Advocacy: Understanding Nonprofit Communication, Participation,

and Support
McKeever is from the School of Journalism and Mass Communications at the University
of South Carolina. This article uses the American Cancer Society as a case study to examine how
the communications, participation, and support or a particular fundraising event effect the
organization. McKeever used Relay For Life as the topic of the article. McKeever chose to use
an online survey to gain data about that attitudes of college students based on their individual
experience with communication, participation, and support of the Relay For Life event. The
results showed a need for further study. This article is very specific to one event, but could add to
a group of others to be generalized over many large fundraising events. There seemed to be a
bias toward Relay For Life being a positive event and strong fundraiser for the American Cancer
Society. This article is important to anyone studying large fundraising events and specifically
Relay For Life or the American Cancer Society.
McKeever, B. W. (2013). From awareness to advocacy: Understanding nonprofit
communication, participation, and support, Journal of Public Relations Research 25(4)
DOI: 10.1080/1062726X.2013.806868
Paralleling the Practice: An Analysis of the Scholarly Literature in Nonprofit Public
Relations
Sisco is from the School of Communications at Quinnipiac University, and Pressgrove
and Collins both come from the University of South Carolina at Columbia. Their researcher
explores the need for nonprofits to have successful public relations in order to gain donations,

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volunteers, and awareness. This study notices the growth of the nonprofit sector over the recent
years and looks into the literature on supporting topics. The authors hope to gain a knowledge of
if the growth in the nonprofit sectors employment numbers has been matched by a growth in
literature. The authors found that the amount of available scholarly literature on nonprofits in
major Public Relations Journals is not proportional to the amount of people the nonprofit sector
employs, especially in comparison to the private or public sectors. That being said, there has
been a dramatic increase in the literature written and published since 2007, and the future is
looking promising. This articles relation to the field is that it is a survey of the literature
available. There was no major bias or slant detected throughout this article. This article is an
important piece of literature for anyone looking at the development of the nonprofit sector over
the recent years, and in connection to the economic down fall of recent times.
Sisco, H. F., Pressgrove, G., & Collins, E. L. (2013). Paralleling the practice: An analysis of the
scholarly literature in nonprofit public relations, Journal of Public Relations Research
25(4) DOI:10.1080/1062726X.2013.806869
Lobbying
Funding Faction or Buying Silence? Grants, Contracts, and Interest Group Lobbying
Behavior
Leech is an associate professor of Political Science at Rutgers University. Leech studied
the Lobbying efforts of different types of nonprofit organizations. There are very strict
regulations put in place that government funds may not be used for lobbying efforts.
Organizations who do receive governments funds may, however, be able to do more lobbying
with non-government money due to the money they are receiving from the government being
able to cover other costs. This was found by the author to be not statistically significant. The

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faction that made more of a difference on lobbying efforts was tax status. The difference between
a 501 (c)3 and a 501 (c)4 has much to do with lobbying rules and regulations. This article
emphasizes the tax status regulations as being determining factors in whether an organization
lobbies. There does not seem to be any bias in this article. This article is a statistical analysis that
shows tax status as a determining factor of if an organization lobbies over government funding
received.
Leech, B.L. (2006). Funding faction or buying silence? Grant, contracts, and interest group
lobbying behavior, Policy Studies Journal 34(1). DOI: 10.1111/j.15410072.2006.00143.x
Nonprofits Boards of Directors and Lobbying: Are We allowed to do that?
Taliaferro of North Carolina State University studied the importance of Lobbying by
nonprofit board of directors members and executive directors. The author found that, while
members were aware of the need to influence and address policy and policy makers, the term
Lobbying was a cause for discomfort to many. Taliaferro conducted focus groups and interviews
to gain insight. Taliaferro concluded that the opinions toward lobbying differed greatly between
organizations and individuals. Many of the individuals cited not knowing what they can and
cannot do as the reason they do not lobby. Others stated that they did not lobby at all, but would
talk to their friends who were legislators about the importance of an issue. This article adds to the
field the specific feelings of the highly regulated Lobbying efforts made by some board members
and executive directors of nonprofit organizations. There was no bias defected in this article. The
reading level of this article is particularly accessible. Someone with a basic high school
education would be able to fully understand the article. This is important because political
involvement but the high school and college population tends to be particularly low. With

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literature available about the importance of political involvement, the low participation may rise.
This article shows an important side of lobbying efforts made by board members and executive
directors that may have questionable legality. (Taliaferro, 2013)
Taliaferro, J.D. (2013). Nonprofits boards of directors and lobbying: Are we allowed to do that,
Administration in Social Work 37(2). DOI: 10.1080/03643107.2012.665821
Strategic Planning and Change Management
Results from a Strategic Planning Process: Benefits for a Nonprofit Organization
McHatton is an associate professor and Bradshaw is a doctoral student in the Department
of Special Education at the University of South Florida. Gallagher is a professor in the
Department of Educational Psychology and Special Education at Georgia State University.
Reeves is the president of Reeves and Associates Consulting and Training, Inc. in Atlanta,
Georgia. The authors uses the Teacher Education Division (TED) and the Council for
Exceptional Children (CEC) as examples throughout the article, focusing on the importance of
using strategic planning in these nonprofit organizations. While TED and CEC are the exclusive
examples, the information is presented in a manner that is generalizable throughout the sector.
The authors state that there is limited literature available on this topics, and thus are providing
information to fill that gap. There is a bias toward strategic planning being beneficial for an
organization. This article provides an account of the use the strategic planning has been toward
the two organizations of TED and CEC in a manner that is generalizable throughout the
nonprofit sector. (McHatton, Bradshaw, Gallagher, & Reeves, 2011)

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McHatton, P. A., Bradshaw, W., Gallagher, P.A., & Reeves, R. (2011). Results from a strategic
planning process: Benefits for a nonprofit organization, Nonprofit Management &
Leadership 22(2). DOI: 10.1002/nml.20051
Time to Raise the Bar on Nonprofit Strategic Planning and Implementation
Reid is a Professor and Chair of the Department of Political Science at the University of
Arkansas and directs a nonprofit management certification process. Brown is the Vice President
of Strategic Consulting for iBossWell, Inc. McNerney is the CEO of iBossWell, and Chair of the
Association for Strategic Planning-Center for Nonprofit Excellence. Perri is Principal Consultant
of the Essential Conversations Group. The authors speak on the importance of strategic planning
for nonprofits, and even break down the steps for any layman to understand. The authors
conclude by stating the success that many organization have in using strategic planning. This
article has a clear bias toward using strategic planning, clear in the language of the paper, but
also the credentials of the authors. This article is a clear summary of the importance of strategic
planning for nonprofits as well as some steps to take in creating a strategic plan.
Reid, M.F., Brown, L., McNerney, D., & Perri, D. J. (2014). Time to raise the bar on nonprofit
strategic planning and implementation, Strategy & Leadership 42(3). DOI: 10.1108/SL03-2014-001
Quality Issues
Serve and Learn
Lindborg is the executive director and CEO of the National institute for Quality
Improvement in Fond du Lac Wisconsin. He emphasizes the importance and personal gain from
serving on a nonprofit board, as well as the benefit to the community. The Sarbanes-Oxley Act of

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2002 created more stringent rules for transparency from nonprofit boards of directors than had
previously been in effect. Lindborg emphasizes quality in leadership of board members as well
as consistency and fluidity. This article is a very easy to understand overview of the importance
of board members to a nonprofit. There is a bias in the article as the author is an expert in the
field he is writing on. This article is a short, easy to understand, narrative about the importance of
quality board members to a nonprofit.
Lindborg, H.J. (2014) Serve and learn, Quality Progress 47(4).
Charitable Contributions and Quality in the US Hospice Care Setting
Noe PhD is an Assistant Professor at the Gerald W. Schlief School of Accountancy at
Stephen F. Austin University. Forgione PhD, CPA, CMA, CFE is the Janey S. Briscoe Endowed
Chair in the Business of Health, and a Professor of Accounting at the College of Business at the
University of Texas at San Antonio. Hospice care is largely paid for by Medicare. Charitable
contributions to hospice care centers allow for higher levels of care to be provided to those in the
care of the organization. The article concludes that while charitable contributions correlate with a
higher quality of social worker are, there is no relation between charitable contributions and
nurse or home-health aide care. This article comes from an unusual accounting perspective. The
article states that this is the first research of its kind. There is no bias detected. This article is
interesting in light of the Patient Protection and Affordable Care Act going into effect soon after
the article was published.
Noe, K. & Forgione, D.A. (2014). Charitable contributions and quality in the US hospice care
setting, Journal of Public Budgeting, Accounting, & Financial Management 26(4).

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Liability, Risk Management, and Insurance

Organizational Risk Aversion: Comparing the Public and Nonprofit Sectors

Chen is from the School of Humanities and Social Science at Nanyang Technological
University in the Republic of Singapore. Bozeman is from the Department of Public
Administration and Policy School of Public and International Affairs at the University of
Georgia. The authors found, while there is a great and growing body of research on risk, there is
little literature on the risk taking behaviors of individuals working for organizations. Risk and
risk aversion were studied in relation to public agencies versus nonprofit organizations. The
authors concluded that risk and risk aversion of individual workers was related to managerial
trust and formal regulations and personnel constraints. This work fills a gap in individual risk
taking and risk aversion, as compared to organizational risk management. There is no bias
detected. This article requires basic knowledge of risk management to be thoroughly understood.
This article goes beyond organizational risk management to analyze risk taking and risk aversion
of individuals working for agencies and organizations.
Chen, C. & Bozeman, B (2012). Organizational risk aversion: Comparing the public and
nonprofit sectors, Public Management Review 14(3). DOI:
10.1080/14719037.2011.637406
Organizations and Their Contexts: Where Risk Management Meets Sustainability
Performance
Pojasek PhD is the sustainability consultant at Exponent, Inc. in Maynard, Massachusetts.
Pojasek concludes that an organizational profile helps to define where risk management can be
linked to a sustainability program. The article outlines the places where risk management is

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important and how it is addressed in such situations. This article is a much more inclusive look at
risk management within an organization as a whole, than much of the research available. There is
a bias toward sustainability due to the authors credentials. This large overview of full
organization structure emphasizes the need for risk management plans to be created in
conjunction with sustainability plans.
Pojasek, R.B. (2013). Organizations and their contexts: Where risk management meets
sustainability performance, Environmental Quality Management 22(3). DOI:
10.1002/tqem.21338
Forming and Running a Coalition
Coalition Envisions National Academy of Environmental Design
Reid outlines the need for an interdisciplinary coalition in the science fields to work for
environmental design. The article, while specific to the science fields, speaks to the benefits of
coalitions to the related fields in a very generalizable manner. This article is new information in
the science field, but repeat information across many other fields. . There is great bias present in
the position of for coalitions, no negatives of coalitions were mentioned or discussed. The
reading and comprehension level is average, but there are many organizations and abbreviations
used that require prior knowledge of Science organizations. This article summarizes the necessity
of coalitions in the science field, with generalizable information across many disciplines.
Reid, R.L. (2009). Coalition envisions National Academy of Environmental Design, Civil
Engineering 79(2)

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Factors Affecting Member Perceptions of Coalition Impact

Wells is an associate professor in the Department of Health Policy and Administration at
the School of Public Health at the University of North Carolina at Chapel Hill. Feinberg is a
senior research associate at Pennsylvania State Universitys Prevention Research Center.
Alexander is a professor in the Department of Health Management and Policy at the School of
Public Health at the University of Michigan. Ward is the former regional director and coprincipal investigator of the Appalachia Cancer Network and a technical officer with the World
Health Organization Iraq. The authors studied the effects of coalitions on cancer populations.
Coalition activities were defined as including needs assessments, interagency coordination,
efforts to secure external funding, educational outreach, and evaluation. This article concluded
contradictory results to widely accepted research. Ultimately, different types of effort put forth
by different agencies facilitates different types of success. This article is one of very many that
focuses on coalition effectiveness, but its use of empirical data is unique. The research for this
article is supported by the National Cancer Institute, and thus has a bias toward cancer research
and support. This article emphasizes the benefits of coalitions, but concludes widely unheard of
evidence on effectiveness.
Wells, R., Feinberg, M., Alexander, J.A., & Ward, A.J. (2009) Factors affecting member
perceptions of coalition impact, Nonprofit Management & Leadership 19(3).
Grant Management
How Do Nonprofits Win Foundation Grants?
Drtina and Meyer, both Certified Public Accountants, provide a detailed account of how
nonprofits win grants from foundations. This account is lengthy and outlines many different

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circumstances. The article outlines steps to grant winning, as well as statistics on topics that win
or deny organizations grants. The article ends by speaking to follow-up efforts that may be
required by grant recipients. This article acts as a summary of steps to take, and an easy how-to
guide for first time grant writers. The bias is clearly in favor or grant writing. This article
accurately describes grant writing and goes in depth into the statistics of grant winning.
Drtina, R. & Meyer, K. (2014) How do nonprofits win foundation grants?, Strategic Finance
96(4).
The Influence of Administrative Cost Ratios on State Government Grant Allocations to
Nonprofits
Shena, of the Department of Public Administration and International Affairs at the
Maxwell School of Citizenship at Syracuse University researched the practice of using
administrative cost ratios in funding decisions. The author drew the conclusion that it is the
responsibility of the nonprofit organization to know the feelings of the government on
administrative cost ratios. The author also stated that this study, the first of its kind, yielded
inconclusive results. There was a clear bias against using the technique of judging grant
eligibility on administrative cost ratios. The language of this article is clear to the general public,
with the exception of a few specific terms. This article is an interesting account of the practice of
using administrative cost ratios to determine grant allocations to nonprofits, unfortunately the
results were inconclusive.
Shena, A.R. (2012). The influence of administrative cost ratios on state government grant
allocation to nonprofits, Public Administration Review 72.

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Financial Management

Fiduciary Financial Management in Nonprofit Organizations

Primoff is from Alfest Personal Wealth Management in New York, New York. Primoff
writes to the importance of the services of a Certified Public Accountant (CPA) to nonprofit
organizations, as well as other financial service providers. The authors clearly outline the need
exhibited by the nonprofit sector for financial management, as well as outlining the functions of
financial managers and CPAs in the nonprofit environment. This article adds to the field and
deep understanding and explanation of financial management and the role of CPAs in the
nonprofit sector. There is heavy bias detected in the article, as all authors are within the field of
financial management. This article is written for an audience of knowledgeable individuals on
topics relating to finance. This extensive account of the need of nonprofit organizations to recruit
the services of financial advisors and CPAs makes clear the need, and outlines such benefits.
Primoff, W. (2012). Fiduciary financial management in nonprofit organizations, CPA Journal
82(11).
The Effect of Financial Management on the Performance of Non-Profit Organizations: An
Empirical Study in Haiti
Su of the Department of Accounting at I-Shou University in Taiwan, Nuryyev of the
Department of International Finance at I-Shou University, and Aimable of the College of
Management at I-Shou University studied the effects of financial management on the
performance of nonprofit organizations in Haiti. The authors particularly focused on nonprofit
agencies providing healthcare and basic education. The authors emphasized in the conclusion
that sustainability, capital, and funds were the most important concerns of an organization

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because without these, their services cannot be provided. The authors conclude that an
organization ability to manage finances is directly related to their ability to provide their service.
This article states that it reduces the gap in information on financial management for nonprofits.
There is mild bias detected toward the importance of financial management. This article is useful
to those studying international nonprofits or financial management, especially internationally.
Su, S.H., Nuryyev, G., & Aimable, W. (2014). The effect of financial management on the
performance of nonprofit organizations: An empirical study in Haiti, International
Journal of Organizational Innovation 6(4).
Leadership
Leadership, Collaboration, and Veterans-Related Nonprofit Organizations
Wilson, an associate professor and nonprofit coordinator from the Department of Public
Administration at Villanova University. This article uses the Wounded Warriors Project, Purple
Heart, and Veterans of Foreign Wars as examples of nonprofits that service Veterans, with a
particular interest in the Greater Philadelphia Region on Montgomery County, Bucks County,
and Delaware County. The author writes to the leadership of Greater Philadelphia Region
nonprofits that have connections to veterans emphasizing the need for a greater provision of
services. The article speaks to the need for the leadership in nonprofits to address these needs.
This article is relevant within the field of veterans affairs and within the larger context of
government funding for nonprofits. Bias is detected toward greater government funding for
veterans affairs, and greater provision of services. This article is particularly relevant to
nonprofits in the Greater Philadelphia Region who potentially offer services to veterans.

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Wilson, C.E. (2013). Leadership, collaboration and veterans-related nonprofit organizations,

Journal of Leadership Studies 7(1). DOI: 10.1002/jls.21279
Perspectives on the Leadership of Chairs of Nonprofit Organizations Boards of Directors:
A Grounded Mixed-Method Study
Harrison, of the University at Albany, State University of New York, and Murray, of the
University of Victoria saw a lack of competency with nonprofit leadership. The mixed-method
study aimed to evaluate board members from every possible angle. The authors concluded that
chair members of boards of directors could be extremely beneficial or detrimental to the
organizations. High quality board members and leadership within an organization can be the
most important force for the organizations success. The authors suggest regularly evaluating the
leadership, as well as seeking out, and providing opportunities for development and continued
growth. Another important aspect of the board of directors is succession. This process must be
done gracefully and preferably with a plan in place for it. The bias is strongly in favor of a strong
and experienced board of directors. This article is important to those who are working with or on
a board of directors in any manner, and especially to those who are forming one.
Harrison, Y. D., & Murray, V. (2012) Perspectives on the leadership of chairs of nonprofit
organization boards of directors: A grounded mixed-method study, Nonprofit
Management & Leadership 22(4). DOI: 10.1002/nml.21038