OOIR: Observatory of International Research

Papers

(The TQCC of Nonprofit Management & Leadership is 4. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-11-01 to 2024-11-01.)

Article	Citations
The effect of servant leadership on employees' extra‐role behaviors in NPOs: The role of work engagement	40
Determinants of social entrepreneurial intention: An alternative model based on social cognitive career theory	35
Resiliency tactics during financial crisis: The nonprofit resiliency framework	33
COVID‐19 as a nonprofit workplace crisis: Seeking insights from the nonprofit workers' perspective	31
Liked on Facebook, liked for real?: Nonprofits' online popularity and financial performance	22
The impact of innovation management on the performance of NPOs: Applying the Tidd and Bessant model (2009)	17
Beyond survival mode: Organizational resilience capabilities in nonprofit arts and culture fundraising during the Covid‐19 pandemic	16
Design thinking for innovation: Practices and intermediate outcomes	15
In the name of the stakeholder: An assessment of representation surpluses and deficits by nonprofit leaders	14
What convinces donors? An analysis of donation‐based crowdfunding projects from nonprofit charities: The case of South Korea	14
Crypto‐giving and surveillance philanthropy: Exploring the trade‐offs in blockchain innovation for nonprofits	14
Community foundations provide collaborative responses and local leadership in midst of COVID‐19	14
The roots of the gender pay gap for nonprofit CEOs	13
The complexity of diversity and importance for equitable philanthropy	13
Linking overhead expenses and nonprofit effectiveness: Evidence from Habitat for Humanity	11
Interpretive leadership skill in meaning‐making by nonprofit leaders	11
Determinants of social enterprise performance: The role of passion, competence, and organizational legitimacy	11
Hybridization in government–civil society organization relationships: An institutional logic perspective	11
Funding the present and the future: Drivers of NPO's financial sustainability	11
Community leadership as multi‐dimensional capacities: A conceptual framework and preliminary findings for community foundations	10
Institutional leadership: Maintaining mission integrity in the era of managerialism	10
What motivates Czech social entrepreneurs? A qualitative study from an unfavorable social entrepreneurship environment	10
Understanding theoretical orientation and consequences of board interlock: Integration and future directions	10
Responsible leadership, organizational commitment, and work engagement: The mediator role of organizational identification	10
The role of knowledge sharing in volunteer learning and development	9

Looking at the nonprofit accountability‐charitable donations relationship through the publicness lens	9
The color of nonprofit leadership: Nonprofits with a CEO of color	9
Donations in social context	9
Nonprofit board turnover and financial performance: Examining optimal board turnover rate in United Way organizations	9
No advocacy without representation? Nonprofit representational mix and nonprofit advocacy	8
Racialized minorities, trust, and crisis: Muslim‐American nonprofits, their leadership and government relations during COVID‐19	8
Institutional logics and the multiorganizational governance arrangements of humanitarian INGOs	8
Volunteers and resource management competencies of nonprofit organizations during challenging times	8
Advocating with a commercial mindset: The impact of commercial income on nonprofit advocacy engagement	7
The effects of commercialization on nonprofit efficiency and the moderating roles of government funding and organizational size	7
Opportunities for organizational learning and innovation: A nonprofit case study duringCOVID‐19 in Hong Kong	7
Whom you connect with matters for transparency: Board networks, political embeddedness, and information disclosure by Chinese foundations	6
Nonprofits' external stakeholder engagement and collaboration for innovation: A typology and comparative analysis	6
Capital structure determinants for arts nonprofits	6
Government‐nonprofit partnerships outside the contracting relationship and public funding allocation: Evidence from New York City's park system	6
Institutional antecedents of public service motivation: Administrative regime and sector of economy	6
Augmented reality and nonprofit marketing during the COVID‐19 pandemic: AR factors that influence community participation and willingness to contribute to causes	6
Solidarity economy cooperatives: The impact of governance and gender on member income	5
Examining the relationship between board member selection criteria and board boundary spanning into internal, upward, and outward accountability environments	5
Searching for recipes to compete in the charitable contributions market: A configurational approach	5
Improving nonprofit succession management for leadership continuity: A shared leadership approach	5
“Chief engagement officers?” A comparative study between U.S. corporate and nonprofit executive Leaders' social media communication strategies	5
Operational challenges in a US nonprofit network amid COVID‐19: Lessons from a food network in Virginia	5
Learning and crisis coordination: Experiences from the Balkan refugee route	4
A study on corporate foundation and philanthropy: Does governance matter for organizational performance?	4
The career paths of executive directors: Founders, fillers, planners and risers	4
Female representation at the national level and women sport volunteering in European countries	4
Motives matter: The relation between motives and interpartner involvement in nonprofit–business partnerships	4
Adaptive project management model for the international development and aid projects	4
Pecking order theory and church debt financing: Evidence from the United Methodist church	4
Net impact of government funding on nonprofit fiscal health: burden or benefit?	4