Organizational Crisis Resistance: Examining Leadership Mental Models of Necessary Practices to Resist Crises and the Role of Organizational Context

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• 作者：Jurgen Willems
• 关键词：Crisis resistance ; Nonprofit practices ; Governance quality ; NGOs ; Nonprofit ; Effectiveness ; Leadership mental models ; Agreement ; Continuous improvement
• 刊名：Voluntas: International Journal of Voluntary and Nonprofit Organizations
• 出版年：2016
• 出版时间：December 2016
• 年：2016
• 卷：27
• 期：6
• 页码：2807-2832
• 全文大小：496 KB
• 刊物类别：Humanities, Social Sciences and Law
• 刊物主题：Social Sciences
  Social Sciences
  
• 出版者：Springer Netherlands
• ISSN：1573-7888
• 卷排序：27

文摘

This study explores which governance practices nonprofit leaders consider necessary to avoid organizational crises. Further, it explores whether these leadership mental models of crisis resistance depend on the organizational context. This helps determine whether practical learning points are organization specific or can be applied broadly. With a multilevel sample of 304 leaders from 44 Belgian nongovernmental development organizations, an exploratory path analysis reveals that nonprofit leaders consider continuous improvement, as a governance practice, particularly relevant for effective organizational crisis resistance. A multilevel analysis also shows that variations in leadership mental models cannot be explained by the organizational variables used in this study (organizational size, leadership group size, operational activities, and languages in the leadership group). This article concludes with a discussion of consequences for further research.