Understanding nonprofit leaders' perceptions of organizational efficiency
Gespeichert in:
| Autor*in: |
Berrett, Jessica L. [verfasserIn] Sudweeks, Jayce [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2023 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Nonprofit management & leadership - Hoboken, NJ : Wiley, 1990, 33(2023), 3 vom: Frühjahr, Seite 491-510 |
|---|---|
| Übergeordnetes Werk: |
volume:33 ; year:2023 ; number:3 ; month:21 ; pages:491-510 |
| Links: |
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| DOI / URN: |
10.1002/nml.21538 |
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| Katalog-ID: |
184577647X |
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| 982 | |2 26 |1 00 |x DE-206 |b With limited resources and increased demand, efficiency is essential for nonprofits. However, there is minimal research into understanding nonprofit leaders' perceptions of efficiency. This study is based on interviews with Habitat for Humanity leaders across the United States. Applying a case study approach with qualitative content analysis and descriptive statistics, two key findings emerge. First, some nonprofit leaders are conflating efficiency and effectiveness. Second, in more than half of the cases, nonprofit leaders' perceptions of their organizations' efficiency failed to align with a commonly accepted objective measure of efficiency applied to those organizations. These results raise concerns and have significant implications for nonprofit performance and communication with key stakeholders. | ||
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10.1002/nml.21538 doi (DE-627)184577647X (DE-599)KXP184577647X DE-627 ger DE-627 rda eng Berrett, Jessica L. verfasserin aut Understanding nonprofit leaders' perceptions of organizational efficiency Jessica L. Berrett, Jayce Sudweeks 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier effectiveness (dpeaa)DE-206 efficiency (dpeaa)DE-206 habitat for humanity (dpeaa)DE-206 nonprofit sector (dpeaa)DE-206 perceptions (dpeaa)DE-206 Sudweeks, Jayce verfasserin aut Enthalten in Nonprofit management & leadership Hoboken, NJ : Wiley, 1990 33(2023), 3 vom: Frühjahr, Seite 491-510 Online-Ressource (DE-627)341899771 (DE-600)2069718-1 (DE-576)114617910 1542-7854 nnns volume:33 year:2023 number:3 month:21 pages:491-510 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/nml.21538 Verlag lizenzpflichtig https://doi.org/10.1002/nml.21538 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_224 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 33 2023 3 21 491-510 AR 33 2023 3 21 491-510 26 01 0206 4323753756 x1z 19-05-23 26 00 DE-206 With limited resources and increased demand, efficiency is essential for nonprofits. However, there is minimal research into understanding nonprofit leaders' perceptions of efficiency. This study is based on interviews with Habitat for Humanity leaders across the United States. Applying a case study approach with qualitative content analysis and descriptive statistics, two key findings emerge. First, some nonprofit leaders are conflating efficiency and effectiveness. Second, in more than half of the cases, nonprofit leaders' perceptions of their organizations' efficiency failed to align with a commonly accepted objective measure of efficiency applied to those organizations. These results raise concerns and have significant implications for nonprofit performance and communication with key stakeholders. |
| spelling |
10.1002/nml.21538 doi (DE-627)184577647X (DE-599)KXP184577647X DE-627 ger DE-627 rda eng Berrett, Jessica L. verfasserin aut Understanding nonprofit leaders' perceptions of organizational efficiency Jessica L. Berrett, Jayce Sudweeks 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier effectiveness (dpeaa)DE-206 efficiency (dpeaa)DE-206 habitat for humanity (dpeaa)DE-206 nonprofit sector (dpeaa)DE-206 perceptions (dpeaa)DE-206 Sudweeks, Jayce verfasserin aut Enthalten in Nonprofit management & leadership Hoboken, NJ : Wiley, 1990 33(2023), 3 vom: Frühjahr, Seite 491-510 Online-Ressource (DE-627)341899771 (DE-600)2069718-1 (DE-576)114617910 1542-7854 nnns volume:33 year:2023 number:3 month:21 pages:491-510 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/nml.21538 Verlag lizenzpflichtig https://doi.org/10.1002/nml.21538 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_224 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 33 2023 3 21 491-510 AR 33 2023 3 21 491-510 26 01 0206 4323753756 x1z 19-05-23 26 00 DE-206 With limited resources and increased demand, efficiency is essential for nonprofits. However, there is minimal research into understanding nonprofit leaders' perceptions of efficiency. This study is based on interviews with Habitat for Humanity leaders across the United States. Applying a case study approach with qualitative content analysis and descriptive statistics, two key findings emerge. First, some nonprofit leaders are conflating efficiency and effectiveness. Second, in more than half of the cases, nonprofit leaders' perceptions of their organizations' efficiency failed to align with a commonly accepted objective measure of efficiency applied to those organizations. These results raise concerns and have significant implications for nonprofit performance and communication with key stakeholders. |
| allfields_unstemmed |
10.1002/nml.21538 doi (DE-627)184577647X (DE-599)KXP184577647X DE-627 ger DE-627 rda eng Berrett, Jessica L. verfasserin aut Understanding nonprofit leaders' perceptions of organizational efficiency Jessica L. Berrett, Jayce Sudweeks 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier effectiveness (dpeaa)DE-206 efficiency (dpeaa)DE-206 habitat for humanity (dpeaa)DE-206 nonprofit sector (dpeaa)DE-206 perceptions (dpeaa)DE-206 Sudweeks, Jayce verfasserin aut Enthalten in Nonprofit management & leadership Hoboken, NJ : Wiley, 1990 33(2023), 3 vom: Frühjahr, Seite 491-510 Online-Ressource (DE-627)341899771 (DE-600)2069718-1 (DE-576)114617910 1542-7854 nnns volume:33 year:2023 number:3 month:21 pages:491-510 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/nml.21538 Verlag lizenzpflichtig https://doi.org/10.1002/nml.21538 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_224 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 33 2023 3 21 491-510 AR 33 2023 3 21 491-510 26 01 0206 4323753756 x1z 19-05-23 26 00 DE-206 With limited resources and increased demand, efficiency is essential for nonprofits. However, there is minimal research into understanding nonprofit leaders' perceptions of efficiency. This study is based on interviews with Habitat for Humanity leaders across the United States. Applying a case study approach with qualitative content analysis and descriptive statistics, two key findings emerge. First, some nonprofit leaders are conflating efficiency and effectiveness. Second, in more than half of the cases, nonprofit leaders' perceptions of their organizations' efficiency failed to align with a commonly accepted objective measure of efficiency applied to those organizations. These results raise concerns and have significant implications for nonprofit performance and communication with key stakeholders. |
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10.1002/nml.21538 doi (DE-627)184577647X (DE-599)KXP184577647X DE-627 ger DE-627 rda eng Berrett, Jessica L. verfasserin aut Understanding nonprofit leaders' perceptions of organizational efficiency Jessica L. Berrett, Jayce Sudweeks 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier effectiveness (dpeaa)DE-206 efficiency (dpeaa)DE-206 habitat for humanity (dpeaa)DE-206 nonprofit sector (dpeaa)DE-206 perceptions (dpeaa)DE-206 Sudweeks, Jayce verfasserin aut Enthalten in Nonprofit management & leadership Hoboken, NJ : Wiley, 1990 33(2023), 3 vom: Frühjahr, Seite 491-510 Online-Ressource (DE-627)341899771 (DE-600)2069718-1 (DE-576)114617910 1542-7854 nnns volume:33 year:2023 number:3 month:21 pages:491-510 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/nml.21538 Verlag lizenzpflichtig https://doi.org/10.1002/nml.21538 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_224 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 33 2023 3 21 491-510 AR 33 2023 3 21 491-510 26 01 0206 4323753756 x1z 19-05-23 26 00 DE-206 With limited resources and increased demand, efficiency is essential for nonprofits. However, there is minimal research into understanding nonprofit leaders' perceptions of efficiency. This study is based on interviews with Habitat for Humanity leaders across the United States. Applying a case study approach with qualitative content analysis and descriptive statistics, two key findings emerge. First, some nonprofit leaders are conflating efficiency and effectiveness. Second, in more than half of the cases, nonprofit leaders' perceptions of their organizations' efficiency failed to align with a commonly accepted objective measure of efficiency applied to those organizations. These results raise concerns and have significant implications for nonprofit performance and communication with key stakeholders. |
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code="h">491-510</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">33</subfield><subfield code="j">2023</subfield><subfield code="e">3</subfield><subfield code="c">21</subfield><subfield code="h">491-510</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4323753756</subfield><subfield code="y">x1z</subfield><subfield code="z">19-05-23</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">With limited resources and increased demand, efficiency is essential for nonprofits. However, there is minimal research into understanding nonprofit leaders' perceptions of efficiency. This study is based on interviews with Habitat for Humanity leaders across the United States. Applying a case study approach with qualitative content analysis and descriptive statistics, two key findings emerge. First, some nonprofit leaders are conflating efficiency and effectiveness. Second, in more than half of the cases, nonprofit leaders' perceptions of their organizations' efficiency failed to align with a commonly accepted objective measure of efficiency applied to those organizations. These results raise concerns and have significant implications for nonprofit performance and communication with key stakeholders.</subfield></datafield></record></collection>
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| score |
7.398691 |