1,069
Views
2
CrossRef citations to date
0
Altmetric
Research Article

Programming Change Among Nonprofit Human Service Organizations During the COVID-19 Pandemic

ORCID Icon & ORCID Icon

References

  • Addison, K., & Rubin, Z. (2023). “At one point we had no funding for paper”: How grants and the covid crises have shaped service provision in child advocacy centers. Human Service Organizations, Management, Leadership & Governance, 47(1), 42–56. https://doi.org/10.1080/23303131.2022.2119626
  • Agarwal, R., & Helfat, C. E. (2009). Strategic renewal of organizations. Organization Science, 20(2), 281–293. https://doi.org/10.1287/orsc.1090.0423
  • Akingbola, K. (2020). COVID-19: The prospects for nonprofit human resource management. Canadian Journal of Nonprofit and Social Economy Research, 11(1), 5. https://doi.org/10.29173/cjnser.2020v11n1a372
  • Akoglu, H. (2018). User’s guide to correlation coefficients. Turkish Journal of Emergency Medicine, 18(3), 91–93. https://doi.org/10.1016/j.tjem.2018.08.001
  • Alexander, J. (2000). Adaptive strategies of nonprofit human service organizations in an era of devolution and new public management. Nonprofit Management and Leadership, 10(3), 287–303. https://doi.org/10.1002/nml.10305
  • Amburgey, T. L., & Dacin, T. (1994). AS the left foot follows the right? the dynamics of strategic and structural change. Academy of Management Journal, 37(6), 1427–1452. https://doi.org/10.2307/256794
  • Amburgey, T. L., Kelly, D., & Barnett, W. P. (1990). Resetting the clock: The dynamics of organizational change and failure. Academy of Management Proceedings, 1990(1), 160–164. https://doi.org/10.5465/ambpp.1990.4978494
  • Auer, J. C., Twombly, E. C., & De Vita, C. J. (2011). Social service agencies and program change: Implications for theory and policy. Public Performance & Management Review, 34(3), 378–396. https://doi.org/10.2753/PMR1530-9576340303
  • Azevedo, L., Bell, A., & Medina, P. (2022). Community foundations provide collaborative responses and local leadership in midst of COVID ‐19. Nonprofit Management and Leadership, 32(3), 475–485. https://doi.org/10.1002/nml.21490
  • Barker, V. L., & Duhaime, I. M. (1997). Strategic change in the turnaround process: Theory and empirical evidence. Strategic Management Journal, 18(1), 13–38. https://doi.org/10.1002/(SICI)1097-0266(199701)18:1<13:AID-SMJ843>3.0.CO;2-X
  • Barman, E., & MacIndoe, H. (2012). Institutional pressures and organizational capacity: The case of outcome measurement1: Institutional pressures and organizational capacity. Sociological Forum, 27(1), 70–93. https://doi.org/10.1111/j.1573-7861.2011.01302.x
  • Barnett, W. P., & Carroll, G. R. (1995). Modeling internal organizational change. Annual Review of Sociology, 21(1), 217–236. https://doi.org/10.1146/annurev.so.21.080195.001245
  • Barr, P. S. (1998). Adapting to unfamiliar environmental events: A look at the evolution of interpretation and its role in strategic change. Organization Science, 9(6), 644–669. https://doi.org/10.1287/orsc.9.6.644
  • Beebe, J. (2020). Nonprofit assistance during the Covid-19 pandemic. Rice University’s Baker Institute For Public Policy, Issue Brief 07/20/20. https://doi.org/10.25613/3C9V-H588
  • Benavides, A. D., & Nukpezah, J. A. (2020). How local governments are caring for the homeless during the COVID-19 pandemic. The American Review of Public Administration, 50(6–7), 650–657. https://doi.org/10.1177/0275074020942062
  • Ben-Ner, A., & Hoomissen, T. V. (1993). Nonprofit organizations in the mixed economy: A Demand and supply analysis. In A. Ben-Ner & B. Gui (Eds.), The Nonprofit sector in the mixed economy (pp. 27–58). University of Michigan Press.
  • Bennett, R., & Savani, S. (2011). Surviving mission drift: How charities can turn dependence on government contract funding to their own advantage. Nonprofit Management and Leadership, 22(2), 217–231. https://doi.org/10.1002/nml.20050
  • Bentley, F. S., & Kehoe, R. R. (2020). Give them some slack—they’re trying to change! The benefits of excess cash, excess employees, and increased human capital in the strategic change context. Academy of Management Journal, 63(1), 181–204. https://doi.org/10.5465/amj.2018.0272
  • Bernerth, J. B., & Aguinis, H. (2016). A critical review and best-practice recommendations for control variable usage: BERNERTH and AGUINIS. Personnel Psychology, 69(1), 229–283. https://doi.org/10.1111/peps.12103
  • Boris, E., de Leon, E., Roeger, K., & Nikolova, M. (2010). Human sERVICE NONPROFITS AND GOVERNMENT COLLABORATION: Findings from the 2020 national survey of nonprofit government contracting and grants. Urban Institute.
  • Cappellari, L., & Jenkins, S. P. (2003). Multivariate probit regression using simulated maximum likelihood. The Stata Journal: Promoting Communications on Statistics and Stata, 3(3), 278–294. https://doi.org/10.1177/1536867X0300300305
  • Carvalho, H. M., Mota, C. P., Santos, B., Costa, M., & Matos, P. M. (2022). From chaos to normalization and deconfinement: What did the pandemic unveil in youth residential care. Child & Adolescent Social Work Journal. https://doi.org/10.1007/s10560-021-00808-2
  • Chen, X. (2022). Are disasters disastrous to nonprofit organizations? Investigating the financial implications of hurricane sandy for nonprofits. Nonprofit and Voluntary Sector Quarterly, 51(1), 53–75. https://doi.org/10.1177/0899764021998454
  • Choi, S. O. (2008). Emergency management: Implications from a strategic management perspective. Journal of Homeland Security and Emergency Management, 5(1). https://doi.org/10.2202/1547-7355.1372
  • Chui, C. H. (2022). Opportunities for organizational learning and innovation: A nonprofit case study during COVID ‐19 in Hong Kong. Nonprofit Management & Leadership, 21528(2), 441–452. https://doi.org/10.1002/nml.21528
  • Cummings, T. G., & Worley, C. G. (2013). Organization development and change (10th ed.). Cengage Learning.
  • Dass, S., Muir, K., & Rangan, V. K. (2020). Nonprofit boards: It is time to lift your gaze and see the system. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.3737045
  • Dawley, D., Hoffman, J., & Lamont, B. (2002). Choice situation, refocusing, and post-bankruptcy performance. Journal of Management, 28(5), 695–717. https://doi.org/10.1177/014920630202800507
  • Deitrick, L., Tinkler, T., Young, E., Strawser, C. C., & Meschen, C. (2020). Nonprofit sector response to COVID-19. Nonprofit Sector Issues and Trends. 4. https://digital.sandiego.edu/cgi/viewcontent.cgi?article=1003&context=npi-npissues
  • Dieleman, M. (2010). Shock-imprinting: External shocks and ethnic Chinese business groups in Indonesia. Asia Pacific Journal of Management, 27(3), 481–502. https://doi.org/10.1007/s10490-009-9154-3
  • Finchum-Mason, E., Husted, K., & Suárez, D. (2020). Philanthropic foundation responses to COVID-19. Nonprofit and Voluntary Sector Quarterly, 49(6), 1129–1141. https://doi.org/10.1177/0899764020966047
  • Frumkin, P., & Andre-Clark, A. (2000). When missions, markets, and politics collide: Values and strategy in the nonprofit human services. Nonprofit and Voluntary Sector Quarterly, 29(1_suppl), 141–163. https://doi.org/10.1177/0899764000291S007
  • Gioia, D. A., Thomas, J. B., Clark, S. M., & Chittipeddi, K. (1994). Symbolism and strategic change in academia: The dynamics of sensemaking and influence. Organization Science, 5(3), 363–383. https://doi.org/10.1287/orsc.5.3.363
  • Grønbjerg, K. A. (1994). Using NTEE to classify non-profit organisations: An assessment of human service and regional applications. Voluntas: International Journal of Voluntary & Nonprofit Organizations, 5(3), 301–328. https://doi.org/10.1007/BF02354038
  • Gujarati, D. N. (2015). Econometrics by example (2nd ed.). Palgrave Macmillan Education. https://doi.org/10.1007/978-1-137-37502-5
  • Hannan, M. T., & Freeman, J. (1984). Structural inertia and organizational change. American Sociological Review, 49(2), 149. https://doi.org/10.2307/2095567
  • Hassett, S. (2021). Points oF view from human service leaders. Human Service Organizations, Management, Leadership & Governance, 45(2), 89–94. https://doi.org/10.1080/23303131.2021.1887034
  • Hoch, K., Biggerstaff, M. E., Weiss, J., & Bunge, P. (2022). The importance of community partnerships in nonprofit and business responsiveness to COVID-19; Success stories from the field. Journal of Humanistic Psychology, 002216782211138. https://doi.org/10.1177/00221678221113890
  • Holliday, S., Hunter, S., Dopp, A., CHAMBERLIN, M., & IGUCHI, M. Y. (2020). Exploring the impact of Covid-19 on social services for vulnerable populations in Los Angeles. RAND Corporation. https://doi.org/10.7249/RRA431-1
  • Hopkins, L., & Pedwell, G. (2021). The COVID PIVOT – Re-orienting child and youth mental health care in the light of pandemic restrictions. Psychiatric Quarterly, 92(3), 1259–1270. https://doi.org/10.1007/s11126-021-09909-8
  • Horvath, A., Brandtner, C., & Powell, W. W. (2018). Serve or conserve: Mission, strategy, and multi-level nonprofit change during the great recession. Voluntas: International Journal of Voluntary & Nonprofit Organizations, 29(5), 976–993. https://doi.org/10.1007/s11266-017-9948-8
  • Hosmer, D. W., & Lemeshow, S. (2005). Applied logistic regression (2nd ed.). John Wiley & Sons. https://doi.org/10.1002/0470011815.b2a10030
  • Hutton, N. S., Mumford, S. W., Saitgalina, M., Yusuf, J.-E., (WIE), Behr, J. G., Diaz, R., & Kiefer, J. J. (2021). Nonprofit capacity to manage hurricane-pandemic threat: Local and national perspectives on resilience during COVID-19. International Journal of Public Administration, 44(11–12), 984–993. https://doi.org/10.1080/01900692.2021.1922439
  • Irvin, R. A., & Furneaux, C. W. (2022). Surviving the black swan event: How much reserves should nonprofit organizations hold? Nonprofit and Voluntary Sector Quarterly, 51(5), 943–966. https://doi.org/10.1177/08997640211057405
  • Jäger, U., & Beyes, T. (2010). Strategizing in NPOs: A case study on the practice of organizational change between social mission and economic rationale. Voluntas: International Journal of Voluntary & Nonprofit Organizations, 21(1), 82–100. https://doi.org/10.1007/s11266-009-9108-x
  • Jaquette, O. (2013). Why do colleges become universities? Mission drift and the enrollment economy. Research in Higher Education, 54(5), 514–543. https://doi.org/10.1007/s11162-013-9283-x
  • Johnson, A. F., Rauhaus, B. M., & Webb-Farley, K. (2021). The COVID-19 pandemic: A challenge for US nonprofits’ financial stability. Journal of Public Budgeting, Accounting & Financial Management, 33(1), 33–46. https://doi.org/10.1108/JPBAFM-06-2020-0076
  • Jones, M. B. (2007). The multiple sources of mission drift. Nonprofit and Voluntary Sector Quarterly, 36(2), 299–307. https://doi.org/10.1177/0899764007300385
  • Kelly, D., & Amburgey, T. L. (1991). Organizational inertia and momentum: A dynamic model of strategic change. Academy of Management Journal, 34(3), 591–612. https://doi.org/10.2307/256407
  • Kim, M., & Mason, D. P. (2020). Are you ready: FinanciaL management, operating reserves, and the immediate impact of COVID-19 on nonprofits. Nonprofit and Voluntary Sector Quarterly, 49(6), 1191–1209. https://doi.org/10.1177/0899764020964584
  • Kraatz, M. S., & Zajac, E. J. (2001). How organizational resources affect strategic change and performance in turbulent environments: Theory and evidence. Organization Science, 12(5), 632–657. https://doi.org/10.1287/orsc.12.5.632.10088
  • Kuenzi, K., Stewart, A. J., & Walk, M. (2021). COVID ‐19 as a nonprofit workplace crisis: Seeking insights from the nonprofit workers’ perspective. Nonprofit Management and Leadership, 31(4), 821–832. https://doi.org/10.1002/nml.21465
  • Laurett, R., & Ferreira, J. J. (2018). Strategy in nonprofit organisations: A systematic literature review and agenda for future research. Voluntas: International Journal of Voluntary & Nonprofit Organizations, 29(5), 881–897. https://doi.org/10.1007/s11266-017-9933-2
  • Lecy, J. D., & Searing, E. A. M. (2015). Anatomy of the nonprofit starvation cycle: An analysis of falling overhead ratios in the nonprofit sector. Nonprofit and Voluntary Sector Quarterly, 44(3), 539–563. https://doi.org/10.1177/0899764014527175
  • Lee, Y. (2019). Variations in volunteer use among human service organizations in the USA. Voluntas: International Journal of Voluntary & Nonprofit Organizations, 30(1), 208–221. https://doi.org/10.1007/s11266-018-9969-y
  • Lee, S. J., Ward, K. P., Chang, O. D., & Downing, K. M. (2021). Parenting activities and the transition to home-based education during the COVID-19 pandemic. Children and Youth Services Review, 122, 105585. https://doi.org/10.1016/j.childyouth.2020.105585
  • Levinthal, D. A. (1995). Strategic management and the exploration of diversity. In C. A. Montgomery (Ed.), Resource-based and evolutionary theories of the firm (pp. 19–42). Springer US. https://doi.org/10.1007/978-1-4615-2201-0_2
  • Levinthal, D. A., & March, J. G. (1993). The myopia of learning. Strategic Management Journal, 14(S2), 95–112. https://doi.org/10.1002/smj.4250141009
  • Levitt, B., & March, J. G. (1988). Organizational Learning. Annual Review of Sociology, 14(1), 319–338. https://doi.org/10.1146/annurev.so.14.080188.001535
  • Lewis, J. A., Packard, T. R., & Lewis, M. D. (2012). Management of human service programs (5th ed.). Cengage.
  • Lin, W., & Wang, Q. (2016). What helped nonprofits weather the great recession?: Evidence from human services and community improvement organizations. Nonprofit Management and Leadership, 26(3), 257–276. https://doi.org/10.1002/nml.21197
  • Long, J. S. (1997). Regression models for categorical and limited dependent variables. Sage Publications.
  • MacIndoe, H. (2021). Understanding foundation philanthropy to human service organizations: Funding stratification in an urban grants economy. Human Service Organizations, Management, Leadership & Governance, 1–22. https://doi.org/10.1080/23303131.2021.1964010
  • Mantere, S., Schildt, H. A., & Sillince, J. A. A. (2012). Reversal of strategic change. Academy of Management Journal, 55(1), 172–196. https://doi.org/10.5465/amj.2008.0045
  • Meyer, A., Brooks, G., & Goes, J. (1990). Environmental jolts and industry revolutions: organizational responses to discontinuous change. Strategic Management Journal, 11(Special Issue: Corporate Entrepreneurship), 93–110. https://www.jstor.org/stable/2486672
  • Meyer, M., Millner, R., Mehrwald, M., & Rameder, P. (2023). A test for the welfare-partnership: Austria’s nonprofit human service organizations in times of Covid-19. Human Service Organizations, Management, Leadership & Governance, 1–14. https://doi.org/10.1080/23303131.2023.2186556
  • Meyer, M., Neumayr, M., & Rameder, P. (2019). Students’ Community service: Self-selection and the effects of participation. Nonprofit and Voluntary Sector Quarterly, 48(6), 1162–1185. https://doi.org/10.1177/0899764019848492
  • Michael, P. (1996). What is Strategy? Harvard Business Review, November-December, 37–55.
  • Milliken, F. J. (1990). Perceiving and interpreting environmental change: An examination of college administrators’ interpretation of changing demographics. Academy of Management Journal, 33(1), 42–63. https://doi.org/10.2307/256351
  • Mion, G., & Chiaramonte, T. (2022). COVID-19 pandemic, nonprofit organizations, and virtue: flourishing during the crisis. In W. Amann, A. Stachowicz-Stanusch, S. K. Tripathi, S. Khan, & E. von Kimakowitz (Eds.), Humanistic crisis management (pp. 99–117). Springer International Publishing.
  • Morrow-Howell, N., Galucia, N., & Swinford, E. (2020). Recovering from the COVID-19 pandemic: A focus on older adults. Journal of Aging & Social Policy, 32(4–5), 526–535. https://doi.org/10.1080/08959420.2020.1759758
  • Mosley, J. E., Maronick, M. P., & Katz, H. (2012). How organizational characteristics affect the adaptive tactics used by human service nonprofit managers confronting financial uncertainty: Adaptive tactics used by human service nonprofits. Nonprofit Management and Leadership, 22(3), 281–303. https://doi.org/10.1002/nml.20055
  • Müller, J., & Kunisch, S. (2018). Central perspectives and debates in strategic change research: central perspectives and debates in strategic change research. International Journal of Management Reviews, 20(2), 457–482. https://doi.org/10.1111/ijmr.12141
  • Mumford, S. W. (2022). Doing more with less: Racial diversity in nonprofit leadership and organizational resilience. Journal of Public and Nonprofit Affairs, 8(1), 29–57. https://doi.org/10.20899/jpna.8.1.29-57
  • Nadler, D. A., & Tushman, M. L. (1989). Organizational frame bending: Principles for managing reorientation. Academy of Management Perspectives, 3(3), 194–204. https://doi.org/10.5465/ame.1989.4274738
  • NCCS Data Archive. (2016). IRS Business Master File [Data set]. https://nccs-data.urban.org/dd2.php?close=1&form=BMF+08/2016
  • Neely-Barnes, S., Hunter, A., Meiman, J., Malone, C., Hirschi, M., & Delavega, E. (2021). Leaning into the crisis: Managing COVID-19 in social services and behavioral health agencies. Human Service Organizations, Management, Leadership & Governance, 45(4), 293–306. https://doi.org/10.1080/23303131.2021.1915905
  • Neely, D. G., Saxton, G. D., & Wong, P. A. (2023). Nonprofit organizations’ financial obligations and the paycheck protection program. Management Science, mnsc. 2023. 4804. https://doi.org/10.1287/mnsc.2023.4804
  • Never, B. (2011). Understanding constraints on nonprofit leadership tactics in times of recession. Nonprofit and Voluntary Sector Quarterly, 40(6), 990–1004. https://doi.org/10.1177/0899764010378357
  • Never, B., & de Leon, E. (2014). The effect of government contracting on nonprofit human service organizations: Impacts of an evolving relationship. Human Service Organizations, Management, Leadership & Governance, 38(3), 258–270. https://doi.org/10.1080/23303131.2014.896300
  • Newby, K., & Branyon, B. (2021). Pivoting services: Resilience in the face of disruptions in nonprofit organizations caused by COVID-19. Journal of Public and Nonprofit Affairs, 7(3), 443–460. https://doi.org/10.20899/jpna.7.3.443-460
  • Ohio.gov. (2020). Governor DeWine Signs Emergency Order Regarding Coronavirus Response. https://governor.ohio.gov/media/news-and-media/signs-emergency-order-regarding-coronavirus-response
  • O’Neil, D. (2020). Most vulnerable people in Boston’s homeless shelters moved to safety in rapid response effort. https://www.mcgovern.org/most-vulnerable-people-in-bostons-homeless-shelters-moved-to-safety-through-a-rapid-response-effort-led-by-pine-street-inn/
  • Pereira, S. A. F., Ferreira, J. J., Rammal, H. G., & Peris-Ortiz, M. (2023). Strategic change in the health sector: A literature review and future challenges. Journal of Organizational Change Management, 36(2), 346–388. https://doi.org/10.1108/JOCM-05-2022-0144
  • Pitowsky-Nave, N. (2022). From “crisis” to “opportunity”: Israeli social service nonprofits’ responses to COVID-19. Human Service Organizations, Management, Leadership & Governance, 1–14. https://doi.org/10.1080/23303131.2022.2066040
  • Sacks, V., & Jones, R. (2020). Nonprofit organizations and partnerships can support students during the COVID-19 crisis. https://www.childtrends.org/nonprofit-organizations-and-partnerships-can-support-students-during-the-covid-19-crisis
  • Salipante, P. F., & Golden Biddle, K. (1995). Managing traditionality and strategic change in nonprofit organizations. Nonprofit Management and Leadership, 6(1), 3–20. https://doi.org/10.1002/nml.4130060103
  • Schmid, H. (1993). Strategic and structural change in human service organizations: The role of the environment. Administration in Social Work, 16(3–4), 167–186. https://doi.org/10.1300/J147v16n03_10
  • Searing, E. A. M., Wiley, K. K., & Young, S. L. (2021). Resiliency tactics during financial crisis: The nonprofit resiliency framework. Nonprofit Management and Leadership, 32(2), 179–196. https://doi.org/10.1002/nml.21478
  • Shi, Y., Jang, H. S., Keyes, L., & Dicke, L. (2020). Nonprofit service continuity and responses in the pandemic: Disruptions, ambiguity, innovation, and challenges. Public Administration Review, 80(5), 874–879. https://doi.org/10.1111/puar.13254
  • Smith, S. L. (2012). Coping with disaster: Lessons learned from executive directors of nonprofit organizations (NPOs) in new orleans following hurricane katrina. Administration in Social Work, 36(4), 359–389. https://doi.org/10.1080/03643107.2011.604401
  • Stewart, M., Kuenzi, K., Walk, M., & Klippel, A. (2021). States of COVID-19: Synthesis of state-level nonprofit reports on the impact of the COVID-19 pandemic.
  • Stone, M., Bigelow, B., & Crittenden, W. (1999). Research on strategic management in nonprofit organizations synthesis, analysis, and future directions. Administration & Society, 31(3), 378–423. https://doi.org/10.1177/00953999922019184
  • Vito, R., Schmidt Hanbidge, A., & Brunskill, L. (2022). Leadership and organizational challenges, opportunities, resilience, and supports during the COVID-19 pandemic. Human Service Organizations, Management, Leadership & Governance, 47(2), 83–98. https://doi.org/10.1080/23303131.2022.2157355
  • Vogel, L. K., Ros Pilarz, A., Cuesta, L., & Caffrey, G. (2022). “A helping hand over a heavy hand”: Child support enforcement in the Era of COVID-19. Human Service Organizations, Management, Leadership & Governance, 46(5), 392–413. https://doi.org/10.1080/23303131.2022.2108531
  • Wang, X., & Cheng, Y., (DANIEL). (2021). Cross the river by feeling the stones: How did nonlocal grassroots nonprofits overcome administrative barriers to provide quick responses to COVID‐19? Public Administration and Development, 41(2), 91–98. https://doi.org/10.1002/pad.1908
  • Weick, K. E. (2006). The social psychology of organizing (2nd ed.). [Nachdr.]). McGraw-Hill.
  • Young, B. F., & McGuire, J. (2018). The non-profit human services sector: A brief primer. https://humanservicesandhealthcare.org/wp-content/uploads/2019/12/Human-Services-Primer.pdf
  • Zajac, E., Kraatz, M., & Bresser, R. (2000). Modeling the dynamics of strategic fit: A normative approach to strategic change. Strategic Management Journal, 21(4), 429–453. https://doi.org/10.1002/(SICI)1097-0266(200004)21:4<429:AID-SMJ81>3.0.CO;2-%23