SpringerLink
Log in

Dimensions of Capacity in Nonprofit Human Service Organizations

  • Original Paper
  • Published:
VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations Aims and scope Submit manuscript

Abstract

The purpose of this paper is to present and develop a firmer grasp of the underlying dimensions of organizational capacity in nonprofit human service organizations. The paper draws on the resource-based view of the organization (Barney et al. in Journal of Management 37:1299, 2011; Wernerfelt in Strategic Management Journal 5:171, 1984), which recognizes that organizational attributes and capabilities facilitate performance. Interviews were conducted with 66 executives in moderate sized, human service organizations to discuss factors that influence performance. Findings suggest that human, financial, and social capital all contribute to organizational performance. Executives emphasized the quality of people associated with the organization including the role of the board of directors in supporting performance. Many respondents also believed that maintaining healthy and dynamic external relationships was critical to success.

Résumé

Le but de cet article est de présenter et de développer une meilleure compréhension des dimensions sous-jacentes de la capacité organisationnelle des organisations de services sociaux à but non lucratif. L’article s’inspire de l’approche fondée sur les ressources de l’organisation (Barney et al. 2011; Wernerfelt 1984), qui constate que les attributs et les capacités des organisations facilitent les performances. Des entretiens ont été menés avec 66 cadres dans des organisations de services sociaux de taille moyenne pour discuter des facteurs qui influencent les performances. Les résultats suggèrent que le capital tant humain, financier que social, contribue à la performance de l’organisation. Les dirigeants ont souligné la qualité des personnes associées à l’organisation, notamment le rôle du conseil d’administration pour soutenir les performances. De nombreux répondants croyaient également que le fait d’entretenir des relations extérieures saines et dynamiques était essentiel pour réussir.

Zusammenfassung

Zweck dieser Abhandlung ist es, die zugrundeliegenden Bereiche der Organisationskapazität in gemeinnützigen Human-Service-Organisationen zu präsentieren und ein tiefer gehendes Verständnis darüber zu vermitteln. Der Beitrag stützt sich auf die ressourcenbasierte Betrachtung der Organisation (Barney et al. 2011; Wernerfelt 1984), laut derer organisatorische Merkmale und Fähigkeiten das Leistungsvermögen unterstützen. Es wurden 66 Führungskräfte mittelgroßer Human-Service-Organisationen zu den leistungsbeeinflussenden Faktoren befragt. Die Ergebnisse weisen darauf hin, dass das Human-, Finanz- und auch Sozialkapital zur Leistung der Organisation beitragen. Die Führungskräfte betonten, dass die Qualität der Personen in der Organisation, einschließlich der Rolle des Vorstands, das Leistungsvermögen unterstützen. Viele der befragten Personen glaubten zudem, dass der Erhalt gesunder und dynamischer externer Beziehungen für den Erfolg ausschlaggebend seien.

Résumén

El propósito del presente documento es presentar y desarrollar una comprensión más firme de las dimensiones subyacentes de la capacidad organizativa en organizaciones de servicios humanos sin ánimo de lucro. El documento se basa en la opinión basada en recursos de la organización (Barney et al. 2011; Wernerfelt 1984), que reconoce que los atributos y las capacidades organizativas facilitan el rendimiento. Se realizaron entrevistas a 66 ejecutivos en organizaciones de servicios humanos de tamaño moderado para tratar los factores que influyen en el rendimiento. Los hallazgos sugieren que tanto el capital humano como el financiero o el social contribuyen al rendimiento organizativo. Los ejecutivos hicieron hincapié en la calidad de las personas asociadas a la organización incluido el papel del consejo de administración en el apoyo al rendimiento. Muchos encuestados creían también que mantener relaciones sanas y dinámicas externas era crítico para el éxito.

摘要

本文旨在更确切了解非盈利性人类服务机构的组织机构能力的各个维度, 文章利用的观点是建立在资源的基础上的组织机构观点(Barney 等, 2011年; Wernerfelt 1984年), 这种观点承认组织机构的属性和能力有助于组织机构的表现。 我们对来自中型人类服务机构的66名管理人员进行访谈,讨论了影响组织机构表现的因素,我们 发现,人、金融资本和社会资本都对组织机构的表现有帮助,他们**调人的质量和组织机构的关系, 包括董事会在支持组织机构表现上的作用。 很多回答人员也认为,保持健康的有活力的外部关系对成功非常重要。

ملخص

الغرض من هذا البحث هو تقديم وتطوير فهم أكثر حزما” للأبعاد الكامنة وراء القدرة التنظيمية في المنظمات خدمة الإنسان الغير هادفة للربح. لفت البحث النظرعلى الموارد في المنظمة (Wernerfelt 1984 ؛Barney, 2011;)، التي تعترف بأن السمات والقدرات التنظيمية تسهل الأداء. أجريت مقابلات مع66 من التنفيذيين في حجم معتدل، منظمات خدمة الإنسان لمناقشة العوامل التي تؤثرعلى الأداء. النتائج تشير إلى أن المواردالبشرية ، الموارد المالية ورأس المال الإجتماعي كلها عوامل تساهم في الأداء التنظيمي. أكد المسؤولين التنفيذيين على نوعية الأشخاص المرتبطين بتنظيم بما في ذلك دور مجلس الإدارة في دعم الأداء. يعتقد العديد من المشاركين أيضا” أن الحفاظ على العلاقات الخارجية في حالة صحية وحيوية ضروري لتحقيق النجاح.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Subscribe and save

Springer+ Basic
EUR 32.99 /Month
  • Get 10 units per month
  • Download Article/Chapter or Ebook
  • 1 Unit = 1 Article or 1 Chapter
  • Cancel anytime
Subscribe now

Buy Now

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1
Fig. 2

Similar content being viewed by others

References

  • Adler, P. S., & Kwon, S.-W. (2002). Social capital: Prospects for a new concept. The Academy of Management Review, 27(1), 17–40.

    Google Scholar 

  • Akingbola, K. (2006). Strategic choices and change in non-profit organizations. Strategic Change, 15(6), 265–281.

    Article  Google Scholar 

  • Akingbola, K. (2012). A model of strategic nonprofit human resource management. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 24(1), 214–240.

    Article  Google Scholar 

  • Allen, N. J., & Meyer, J. P. (1996). Affective, continuance, and normative commitment to the organization: An examination of construct validity. Journal of Vocational Behavior, 49, 252–276.

    Article  Google Scholar 

  • Altschuld, J. W., & Kumar, D. D. (2010). Needs assessment: An overview. Los Angeles: Sage.

    Google Scholar 

  • Amaratunga, D., & Baldry, D. (2000). Assessment of facilities management performance in higher education properties. Facilities, 18(7/8), 293.

    Article  Google Scholar 

  • Andreasen, A. R., & Kotler, P. (2008). Strategic marketing for nonprofit organizations (7th ed.). Upper Saddle Rover: Pearson, Prentice Hall.

    Google Scholar 

  • Arsenault, P., & Faerman, S. R. (2014). Embracing paradox in management: The value of the competing values framework. Organization Management Journal, 11(3), 147–158.

    Article  Google Scholar 

  • Ashley, S. (2015). Inherent system dynamics of instability and resilience in nonprofit human services. In Y. Hou (Ed.), Local government budget stabilization (Vol. 2, pp. 191–202). New York: Springer.

    Chapter  Google Scholar 

  • Austin, D. M. (1989). The human service executive. In Y. Hasenfeld (Ed.), Administrative leadership in social services (pp. 13–36). Binghampton, NY: Hawthorn Press.

    Google Scholar 

  • Backer, T. E. (2000). Strengthening nonprofits: Capacity building and philanthropy. Encino, CA: Human Interaction Research Institute.

    Google Scholar 

  • Backer, T. E. (2001). Strengthening nonprofits: Foundation initiatives for nonprofit organizations. In C. J. De Vita & C. Fleming (Eds.), Building capacity in nonprofit organizations. Washington, DC: Urban Institute.

    Google Scholar 

  • Balduck, A. L., Lucidarme, S., Marlier, M., & Willem, A. (2014). Organizational capacity and organizational ambition in nonprofit and voluntary sports clubs. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 1–21.

  • Balser, D., & McClusky, J. (2005). Managing stakeholder relationships and nonprofit organization effectiveness. Nonprofit Management & Leadership, 15(3), 295–315.

    Article  Google Scholar 

  • Barney, J. B. (1991). Firm resources and sustained competitive advantage. [Article]. Journal of Management, 17(1), 99.

    Article  Google Scholar 

  • Barney, J. B., Ketchen, D. J., & Wright, M. (2011). The future of resource-based theory: Revitalization or decline? Journal of Management, 37(5), 1299–1315.

    Article  Google Scholar 

  • Bell, J., & Cornelius, M. (2013). UnderDeveloped: A national study of challenges facing non-profit fundraising. Oakland: CompassPoint.

  • Benjamin, L. M. (2013). The potential of outcome measurement for strengthening nonprofits’ accountability to beneficiaries. Nonprofit and Voluntary Sector Quarterly, 42(6), 1224–1244.

    Article  Google Scholar 

  • Blumenthal, B. (2003). Investing in capacity building: A guide to high impact approaches. New York: Foundation Center.

    Google Scholar 

  • Bolton, M., & Abdy, M. (2007). Foundations for organisational development: Practice in the UK and USA. London: The Baring Foundation.

  • Brown, W. A. (2005). Exploring the association between board and organizational performance in nonprofit organizations. Nonprofit Management & Leadership, 15(3), 317–339.

    Article  Google Scholar 

  • Brown, W. A. (2007). Board development practices and competent board members. Nonprofit Management & Leadership, 17(3), 301–317.

    Article  Google Scholar 

  • Brown, W. A. (2014). Internal Capabilities. In W. A. Brown (Ed.), Strategic management of nonprofit organization. Boston: Jones & Bartlett.

    Google Scholar 

  • Brown, W. A., & Guo, C. (2010). Exploring the key roles for nonprofit boards. Nonprofit and Voluntary Sector Quarterly, 39(3), 536–546.

    Article  Google Scholar 

  • Bunger, A. C. (2013). Administrative coordination in nonprofit human service delivery networks: The role of competition and trust. Nonprofit and Voluntary Sector Quarterly, 42(6), 1155–1175.

    Article  Google Scholar 

  • Buteau, E., Buchanan, P., Bolanus, C., Brock, A., & Cjang, K. (2008). More than money: Making a difference beyond the grant. Cambridge, MA: Center for Effective Philanthropy.

    Google Scholar 

  • Cameron, K. S., Quinn, R. E., DeGraff, J., & Thakor, A. V. (2014). Competing values leadership (2nd ed.). Northampton: Edward Elgar Publishing.

    Google Scholar 

  • Cappelli, P., & Crocker-Hefter, A. (1996). Distinctive human resources are firms’ core competencies. Organizational Dynamics, 24(3), 7–22.

    Article  Google Scholar 

  • Carroll, D. A., & Stater, K. J. (2009). Revenue diversification in nonprofit organizations: Does it lead to financial stability? Journal of Public Administration Research and Theory, 19(4), 947–966.

    Article  Google Scholar 

  • Chikoto, G. L., & Neely, D. G. (2014). Building nonprofit financial capacity: The impact of revenue concentration and overhead costs. Nonprofit and Voluntary Sector Quarterly, 43(3), 570–588.

    Article  Google Scholar 

  • Coffe, H., & Geys, B. (2007). Toward an empirical characterization of bridging and bonding social capital. Nonprofit and Voluntary Sector Quarterly, 36(1), 121–139.

    Article  Google Scholar 

  • Coombes, S. M. T., Morris, M. H., Allen, J. A., & Webb, J. W. (2011). Behavioural orientations of non-profit boards as a factor in entrepreneurial performance: does governance matter? Journal of Management Studies, 48(4), 829–856.

    Article  Google Scholar 

  • Cornforth, C., & Mordaunt, J. (2011). Organisational capacity building: Understanding the dilemmas for foundations of intervening in small- and medium-size charities. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 22(3), 428–449.

    Article  Google Scholar 

  • Denisi, A., & Smith, C. E. (2013). Performance appraisal, performance management, and firm-level performance. The Academy of Management Annals, 8, 127–179.

    Article  Google Scholar 

  • Dess, G. G., Ireland, R. D., & Hitt, M. A. (1990). Industry effects and strategic management research. Journal of Management, 16(1), 7–27.

    Article  Google Scholar 

  • Ebrahim, A., & Rangan, V. K. (2014). What impact? A framework for measuring the scale and scope of social performance. California Management Review, 56(3), 118–141.

    Article  Google Scholar 

  • Frumkin, P., & Kim, M. T. (2001). Strategic positioning and the financing of nonprofit organizations: Is efficiency rewarded in the contributions marketplace? Public Administration Review, 61(3), 266–275.

    Article  Google Scholar 

  • Gavetti, G., Greve, H. R., Levinthal, D. A., & Ocasio, W. (2012). The behavioral theory of the firm: Assessment and prospects. The Academy of Management Annals, 6, 1–40.

    Article  Google Scholar 

  • Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E. R., & Lounsbury, M. (2011). Institutional complexity and organizational responses. The Academy of Management Annals, 5(1), 317–371.

    Article  Google Scholar 

  • Grønbjerg, K. A. (1993). Understanding nonprofit funding: Managing revenues in social service and community development organizations. San Fransisco, CA: Jossey-Bass.

    Google Scholar 

  • Grønbjerg, K. A., & Salamon, L. M. (2002). Devolution, marketization, and the changing shape of government-nonprofit relations. In L. M. Salamon (Ed.), The state of nonprofit America. Washington, DC: Brookings Institution.

    Google Scholar 

  • Harrow, J. (2001). ‘Capacity building’ as a public management goal: Myth, magic or the main chance? Public Management Review, 3(2), 209–230.

    Article  Google Scholar 

  • Hartenian, L. S., & Lilly, Bryan. (2009). Egoism and commitment: A multidimensional approach to understanding sustained volunteering*. Journal of Managerial Issues, 21(1), 97–119.

    Google Scholar 

  • Helmig, B., Jegers, M., & Lapsley, I. (2004). Challenges in managing nonprofit organizations: A research overview. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 15(2), 101–116.

    Article  Google Scholar 

  • Herman, R. D. (2010). Executive leadership. In D. O. Renz (Ed.), The Jossey-Bass handbook of nonprofit leadership and management (3rd ed., pp. 157–177). San Francisco: Jossey-Bass.

    Google Scholar 

  • Herman, R. D., & Renz, D. O. (2000). Board practices of especially effective and less effective local nonprofit organizations. The American Review of Public Administration, 30(2), 146–160.

    Article  Google Scholar 

  • Herman, R. D., & Renz, D. O. (2008). Advancing nonprofit organizational effectiveness research and theory: Nine theses. Nonprofit Management & Leadership, 18(4), 399–415.

    Article  Google Scholar 

  • Hillman, A. J., & Dalziel, T. (2003). Boards of directors and firm performance: integrating agency and resource dependence perspectives. Academy of Management Review, 28(3), 383–396.

    Google Scholar 

  • Hitt, M. A., Biermant, L., Shimizu, K., & Kochhar, R. (2001). Direct and moderating effects of human capital on strategy and performance in professional service firms: A resource-based perspective. Academy of Management Journal, 44(1), 13–28.

    Article  Google Scholar 

  • Jaskyte, K. (2014). Board of directors and innovation in nonprofit organizations model: Preliminary evidence from nonprofit organizations in develo** countries. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 1–24.

  • Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294.

    Article  Google Scholar 

  • King, N. K. (2004). Social capital and nonprofit leaders. Nonprofit Management & Leadership, 14(4), 471–486.

    Article  Google Scholar 

  • King, N. (2012). Doing template analysis. In Qualitative organizational research: Core methods and current challenges (pp. 426–250).

  • Lange, D., Lee, P. M., & Dai, Y. (2011). Organizational reputation: A review. Journal of Management, 37(1), 153–184.

    Article  Google Scholar 

  • Luoma-aho, V. (2013). Corporate Reputation and the Theory of Social Capital. In The Handbook of Communication and Corporate Reputation (pp. 279–290). Hoboken: Blackwell Publishing Ltd.

  • Mayer, W. J., Wang, H.-C., Egginton, J. F., & Flint, H. S. (2014). The impact of revenue diversification on expected revenue and volatility for nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 43(2), 374–392.

    Article  Google Scholar 

  • Meng, X., & Minogue, M. (2011). Performance measurement models in facility management: a comparative study. Facilities, 29(11/12), 472–484.

    Article  Google Scholar 

  • Mintzberg, H. (1980). The nature of magagerial work. Englewood Cliffs, NJ: Prentice-Hall.

    Google Scholar 

  • Minzner, A., Klerman, J. A., Markovitz, C. E., & Fink, B. (2014). The impact of capacity-building programs on nonprofits: A random assignment evaluation. Nonprofit and Voluntary Sector Quarterly, 43(3), 547–569.

    Article  Google Scholar 

  • Putnam, R. D. (2000). Bowling alone. New York: Simon & Schuster.

    Book  Google Scholar 

  • Quinn, R. E., & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis. Management Science, 29(3), 363–377.

    Article  Google Scholar 

  • Roberts, P. W., & Dowling, G. R. (2002). Corporate reputation and sustained superior financial performance. Strategic Management Journal, 23(12), 1077–1093.

    Article  Google Scholar 

  • Salamon, L. M. (2002). The Resilient sector. In L. M. Salamon (Ed.), The state of nonprofit America. Washington, DC: Brookings Institution.

    Google Scholar 

  • Schmid, H. (2002). Relationships between organizational properties and organizational effectiveness in three types of nonprofit human service organizations. Public Personnel Management, 31(3), 377–395.

    Article  Google Scholar 

  • Sirmon, D. G., Hitt, M. A., & Ireland, R. (2007). Managing firm resources in dynamic environments to create value: Looking inside the black box. The Academy of Management Review Archive, 32(1), 273–292.

    Article  Google Scholar 

  • Wade-Berg, J. A., & Robinson-Dooley, V. (2015). Perceptions of collaboration and service integration as strategic alternatives: An examination of social service nonprofit organizations in the late 1990s. Journal of Public Management & Social Policy, 20(2), 2.

  • Weisinger, J. Y., & Black, J. A. (2006). Strategic resources and social capital. Irish Journal of Management, 27(Special Issue), 145–170.

    Google Scholar 

  • Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171–180.

    Article  Google Scholar 

  • Wilding, K., Clark, J., Griffith, M., Jochum, V., & Wainwright, S. (2006). The voluntary sector almanac 2006: The state of the sector. London: National Council for Voluntary Organisations.

    Google Scholar 

  • Zaheer, A., McEvily, B., & Perrone, V. (1989). Does trust matter? Exploring the effects of interorganizational and interpersonal trust on performance. Organization Science, 9(2), 141–159.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Bush School of Government & Public Service, Texas A&M University, Texas, USA

    William A. Brown

  2. Helen Bader Institute for Nonprofit Management, University of Wisconsin–Milwaukee, Milwaukee, USA

    Fredrik O. Andersson

  3. Maxwell School of Citizenship and Public Affairs, Syracuse University, Syracuse, USA

    Suyeon Jo

Authors
  1. William A. Brown
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Fredrik O. Andersson
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Suyeon Jo
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to William A. Brown.

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Brown, W.A., Andersson, F.O. & Jo, S. Dimensions of Capacity in Nonprofit Human Service Organizations. Voluntas 27, 2889–2912 (2016). https://doi.org/10.1007/s11266-015-9633-8

Download citation

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s11266-015-9633-8

Keywords

Search

Navigation