Nonprofit Management & Leadership

(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. 500 papers]. The publications cover those that have been published in the past four years, i.e., from 2019-08-01 to 2023-08-01.)
What do we know about nonprofit collaboration? A systematic review of the literature44
Nonprofit and public sector interorganizational collaboration in disaster recovery: Lessons from the field32
Institutional isomorphism and nonprofit managerialism: For better or worse?25
Determinants of social entrepreneurial intention: An alternative model based on social cognitive career theory20
Terms of engagement: Facebook and Twitter use among nonprofit human service organizations20
How transformational leadership positively impacts organizational citizenship behavior in successful Chinese social work service organizations18
COVID‐19 as a nonprofit workplace crisis: Seeking insights from the nonprofit workers' perspective18
Resiliency tactics during financial crisis: The nonprofit resiliency framework18
Commercialization and nonprofit donations: A meta‐analytic assessment and extension14
Challenges and boundaries in implementing social return on investment: An inquiry into its situational appropriateness14
Risk and diversification of nonprofit revenue portfolios: Applying modern portfolio theory to nonprofit revenue management13
Liked on Facebook, liked for real?: Nonprofits' online popularity and financial performance13
Critical standpoint: Leaders of color advancing racial equality in predominantly white organizations12
The effect of servant leadership on employees' extra‐role behaviors in NPOs : The role of work engagement12
Why do participants in voluntary organizations leave? Exploring the relationship between value congruence and length of stay11
Interorganizational network portfolios of nonprofit organizations: Implications for collaboration management11
Conducting and utilizing evaluation for multiple accountabilities: A study of nonprofit evaluation capacities11
The impact of innovation management on the performance of NPOs : Applying the Tidd and Bessant model (2009)10
The influence of organizational social responsibility on involvement behavior in community sport membership associations10
The more you know, the more you give: Influence of online disclosure on European community foundations' donations10
In the name of the stakeholder: An assessment of representation surpluses and deficits by nonprofit leaders10
The complexity of diversity and importance for equitable philanthropy10
Female leaders and board performance in member‐serving nonprofit organizations10
Organizational capacity and entrepreneurial behavior10
Design thinking for innovation: Practices and intermediate outcomes9
The psychological contract and volunteering: A systematic review9
Community leadership as multi‐dimensional capacities: A conceptual framework and preliminary findings for community foundations9
Stereotypes of volunteers and nonprofit organizations' professionalization: A two‐study article8
Integrating normative values and/in value creation: A strategic management decision aid tool for social enterprises' values practices8
Audience success or art for art's sake ? Efficiency evaluation of dance companies in the United States8
Enhancing volunteers capacity in all‐volunteer nonprofit organizations: The role of volunteer leaders' reliance on effective management processes and (de)motivating leadership7
Nonprofit governance and outside corruption: The role of accountability, stakeholder participation, and management systems7
Community foundations provide collaborative responses and local leadership in midst of COVID ‐197
Crypto‐giving and surveillance philanthropy: Exploring the trade‐offs in blockchain innovation for nonprofits7
Does managers' motivation matter? Exploring the associations between motivation, transformational leadership, and innovation in a religious organization7
Donations in social context7
Understanding theoretical orientation and consequences of board interlock: Integration and future directions7
Funding nonprofits in a networked society: Toward a network framework of government support7
No advocacy without representation? Nonprofit representational mix and nonprofit advocacy6
Interpretive leadership skill in meaning‐making by nonprofit leaders6
Understanding and managing learning in social enterprises: The role of implicit organizational boundaries6
The roots of the gender pay gap for nonprofit CEOs6
What convinces donors? An analysis of donation‐based crowdfunding projects from nonprofit charities: The case of South Korea6
Management for International Development and Aid Projects: A new conceptual model6
Framing contests in global NGO networks: How controversies enable and challenge collaboration and action6
The evolution of interorganizational trust in cross‐sector collaborations: Two comparative cases from China6
Nonprofit entrepreneurial orientation: A systematic literature review and conceptual framework5
Beyond the professionalizednongovernmental organization: Life‐history narratives of grassroots philanthropic leaders in Africa5
Stories of strangers: Writing donor acquisition letters in the human services5
The gender pay gap in nonprofit executive compensation in South Florida5
Capital structure determinants for arts nonprofits4
The role of knowledge sharing in volunteer learning and development4
Funding the present and the future: Drivers of NPO 's financial sustainability4
Starting from scratch: Building of meaningful endowments by public charities4
Institutional logics and the multiorganizational governance arrangements of humanitarian INGOs4
Solidarity economy cooperatives: The impact of governance and gender on member income4
Institutional antecedents of public service motivation: Administrative regime and sector of economy4
Advocating with a commercial mindset: The impact of commercial income on nonprofit advocacy engagement4
Racialized minorities, trust, and crisis: Muslim‐American nonprofits, their leadership and government relations during COVID ‐194