Exploring the Role of Special Events in Relationship Fundraising

Jason L. Jensen, Ph.D.
Full Professor
University of North Dakota

Benjamin J. Kassow, Ph.D.
Bernhoft Faculty Fellow
Associate Professor of Political Science
University of North Dakota

Genevieve Shaker, Ph.D.
Professor of Philanthropic Studies and Donald A. Campbell Chair in Fundraising Leadership
Indiana University Lilly Family School of Philanthropy

Paul E. Sum, Ph.D.
Professor of Political Science
University of North Dakota

Exploring the Role of Special Events in Relationship Fundraising
Jason L. Jensen, Benjamin J. Kassow, Genevieve G. Shaker, Paul E. Sum

Jensen, J. L., B. J. Kassow, G. G. Shaker, and P. E. Sum. 2026. “Exploring the Role of Special Events in Relationship Fundraising.” Nonprofit Management and Leadership 1–24. https://doi.org/10.1002/nml.70067.

The relationship fundraising paradigm conceptualizes charitable giving as an outcome of ongoing interpersonal engagement between donors and organizations, often depicted in practice as a cyclical process with multiple phases. This study examines how special events—a widely used but understudied relationship fundraising tool—factor into this cycle and whether they are associated with gift-giving. We analyze whether the number of events attended and event characteristics—length, intensity, and intimacy—shape three dimensions of giving: any gift, gift amount, and major gift likelihood. Using longitudinal data from a university foundation, we find that event participation operates as a cumulative mechanism, with repeated attendance strongly associated with donor giving, and more modestly associated with gift amount, but only weakly linked to major gift outcomes. Event characteristics exhibit distinct temporal dynamics: event intimacy is positively associated with near-term giving but attenuates over time, while longer and more intensive events are associated with increased participation over extended horizons but do not promote major gift conversion. Rather, major gifts are better predicted by intense one-on-one engagement with staff as well as donor wealth. These findings suggest that events play a differentiated role in the fundraising cycle—facilitating broad engagement and early-stage relationship development while remaining secondary to donor capacity and individualized cultivation in generating major gifts. The study advances theory by introducing a temporal and conditional perspective on event-based engagement and offers practical guidance for aligning event strategies with donor development pathways.

Jason L. Jensen is a Full Professor at the University of North Dakota. He earned his Ph.D. in Public Administration from the University of Kentucky. Dr. Jensen’s research spans public administration, public policy, organizational behavior, and nonprofit management. Dr. Jensen has held several leadership roles at UND, including Associate Dean of the College of Business and Public Administration and Executive Director of the Institute of Policy and Business Analytics, which he helped found.

Benjamin J. Kassow is the Bernhoft Faculty Fellow and is an Associate Professor of Political Science at the University of North Dakota where he teaches courses related to law and courts, research methods, and public policy. Dr. Kassow’s research focuses on judicial decision-making, how the public views legal institutions and outcomes in terms of legitimacy, and methodologically, focuses on the creation of new measurements that address important unanswered questions.

Genevieve G. Shaker, PhD, is a professor of philanthropic studies and the Donald A. Campbell Chair in Fundraising Leadership at the Indiana University Lilly Family School of Philanthropy. In her two decades as university fundraising and communications professional, she helped Indiana University connect with supporters and achieve significant goals. Dr. Shaker’s research explores fundraising, the fundraising profession, donor-fundraiser relationships, donor advised funds, and the philanthropic dimensions of higher education. Her work often bridges scholarship and practice, with books including Faculty Work and the Public Good, Fundraising Principles for Faculty and Academic Leaders, and the widely used textbook Achieving Excellence in Fundraising (5th edition).

Paul E. Sum is a Professor of Political Science at the University of North Dakota where he teaches courses in Political Behavior and Comparative Politics. Sum’s research agenda explores various aspects of political attitudes, behavior, and culture, with an emphasis on cooperation, sources of inequalities, and the relationship between civil society and democratic citizenship. In addition to serving as Chair of his Department, Sum is an active board member in multiple organizations including the Fulbright Association – North Dakota chapter and the Grand Forks Public Library.

By |2026-10-06T12:32:32-04:00October 6th, 2026|NACC Member Research|
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Classifying Arts and Culture Organizations for Effective Comparative Research

Trevor Meagher

Trevor Meagher, Ph.D.
Assistant Professor, Arts Administration
FSU Department of Arts Leadership, Education & Therapy

Dr. Karabi C. Bezboruah

Karabi C. Bezboruah, Ph.D.
Associate Dean for Faculty Success and Research
Professor & Director of Ph.D. Programs
UTA Academy of Distinguished Teachers
College of Architecture, Planning and Public Affairs (CAPPA)
The University of Texas at Arlington

Classifying Arts and Culture Organizations for Effective Comparative Research
Trevor Meagher and Karabi Bezboruah
Meagher, T., & Bezboruah, K. (2026). Classifying Arts and Culture Organizations for Effective Comparative Research. Nonprofit and Voluntary Sector Quarterly, 0(0). https://doi.org/10.1177/08997640261476629

Overlapping and competing taxonomical systems are persistent barriers to comparative research in the cultural sector. Cross-discipline studies typically navigate this challenge by relying on a single taxonomical datapoint. However, data quality issues and the inconsistent application of each system amplify the validity risks inherent in this practice. In this study, we demonstrate a systematic-yet-flexible protocol that groups organizations by reconciling taxonomical discrepancies and incorporating mission sensitivity. Drawing from a dataset of 2,044 cultural-sector organizations provided by SMU DataArts, we use this technique to combine NTEE data with arts-focused National Information Systems Project (NISP) codes and map 11 aggregated organizational categories. We validate this process through an audit against National Center for Charitable Statistics data. By focusing on firm-level coding accuracy and datapoint triangulation, this protocol addresses a common challenge for arts-sector studies. We also discuss this technique’s transferability to other nonprofit sectors and its potential for facilitating cross-sector research.

Trevor Meagher is an Assistant Professor of Arts Administration in FSU’s Department of Arts Leadership, Education & Therapy. His research explores the evolving role of arts organizations in contemporary society, focusing on cultural policy, arts advocacy, creative placemaking, and cross-sector collaboration. He received his PhD in Public Administration and Public Policy as well as an MPA from the University of Texas at Arlington, and he holds a Bachelor of Music Performance with minors in Arts Management and Arts Administration from Southern Methodist University.

He regularly attends academic conferences and has presented at the Association for Research on Nonprofit Organizations and Voluntary Action’s annual conference, the Public Management Research Conference, and the Social Theory, Politics, and the Arts conference, among others. He has published in Cities, Voluntas, the Journal of Philanthropy, and The Future of Charity Marketing (edited by Mitchell & Hyde), and his work has been featured by the Nonprofit Academic Centers Council. At the 2025 Association of Arts Administration Educators conference, he received the award for Best Paper by an Emerging Arts Administration Educator.

Before joining FSU, Trevor held professional roles at Southern Methodist University, UT Arlington, the Coppell Arts Center, and the Dallas Symphony Orchestra.

Karabi Bezboruah, PhD, is a Professor in the Department of Public Affairs and Planning at the College of Architecture, Planning and Public Affairs (CAPPA) at the University of Texas at Arlington.Dr. Bezboruah also serves as the director of the two doctoral programs in CAPPA. These are the Public Administration & Public Policy (PAPP), and Urban Planning and Public Policy (UPPP).

Dr. Bezboruah teaches administration and policy courses in the Department of Public Affairs. She teaches the core courses in the Nonprofit Management specialization track and facilitates the graduate Certificate in Urban Nonprofit Management. She applies service-learning pedagogy in her courses, and has worked with community organizations, nonprofits, and local government agencies.

Dr. Bezboruah’s research includes cross sector collaboration, nonprofit management and leadership, strategic management, community development, cross-sector comparisons, NGOs – organizational role, gender role, leadership role & NGO effectiveness. Her work is in the intersection between public policies and organizational behavior, and she frequently collaborates with other disciplines to conduct research on policy issues surrounding health, housing and the environment.

By |2026-10-06T12:19:28-04:00October 6th, 2026|NACC Member Research|
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Linking Government Capacity to Strategic Municipal Responses: A Multidimensional Framework for Fiscal Resilience

Elizabeth A.M. Searing

Elizabeth A.M. Searing, PhD, CNP
Fellow, Venise Stuart Professorship
in Nonprofit Management and Leadership
Associate Professor, University of Texas at Dallas
Adjunct Research Professor, Carleton University

Linking Government Capacity to Strategic Municipal Responses: A Multidimensional Framework for Fiscal Resilience
Trang Hoang, Craig S. Maher, Elizabeth A. M. Searing, and Ignacio Ruelas Avila

Hoang, T., Maher, C. S., Searing, E. A. M., & Ruelas Avila, I. (2026). Linking Government Capacity to Strategic Municipal Responses: A Multidimensional Framework for Fiscal Resilience. Public Finance and Management, 0(0). https://doi.org/10.1177/15239721261473954

The COVID-19 pandemic inflicted a sudden, severe fiscal shock on local governments, forcing them to navigate complex tradeoffs between retrenchment and adaptation strategies. Drawing on the Government Performance Framework, we examine how five dimensions of capacity—financial management, human resources, strategic planning, communication, and IT—influenced municipal response strategies during a period of fiscal distress. Using original survey data from municipalities in Nebraska and Texas and applying Partial Least Squares Structural Equation Modeling (PLS-SEM), we find that capacity shapes crisis response in distinct ways. Local governments with higher administrative capacities (i.e., IT, HR, strategic planning) were better able to implement proactive revenue expansion and adaptation management measures. At the same time, municipalities with stronger financial management capacity were less likely to resort to cutbacks and short-term fixes such as deferring maintenance. These findings offer theoretical contributions for understanding the nuances of local government capacity and response strategies, and practical insights for building resilient local governments. To navigate crises effectively, local government policymakers should strengthen financial health to buffer against retrenchment while fostering administrative capacities to drive adaptative management practices.

Dr. Elizabeth A. M. Searing is an Associate Professor of Public and Nonprofit Management at the University of Texas at Dallas and the Fellow to the Venise Stuart Professor in Nonprofit Management and Leadership. Dr. Searing’s primary research focus is the financial management of nonprofit and social enterprise organizations, but she also conducts work on comparative social economy more broadly. She is an Associate Editor and editorial board member of Nonprofit Management & Leadership, and an editorial advisory board member at VOLUNTAS and the Journal of Public Budgeting, Accounting and Financial Management (JPBAFM). Her articles have been published in peer-reviewed journals such as the Journal of Economic Behavior and Organization, Nonprofit Management & Leadership, and Nonprofit and Voluntary Sector Quarterly.

By |2026-10-06T12:19:02-04:00October 6th, 2026|NACC Member Research|
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Housing Instability as a Distinct Risk Factor in Child Protective Services Investigations: Insights from a Longitudinal Study

Robert L. Fischer, PhD

Robert L. Fischer, Ph.D.
Grace Longwell Coyle Professor in Civil Society
Director, Center on Poverty and Community Development
Chair, Master of Nonprofit Organizations Program
Jack, Joseph, and Morton Mandel School
of Applied Social Sciences
Case Western Reserve University

Housing Instability as a Distinct Risk Factor in Child Protective Services Investigations: Insights from a Longitudinal Study
Rong Bai, Jeffrey Albert, Dmitry Tumin, Robert Fischer, Cyleste Collins, Chun Liu

Rong Bai, Jeffrey Albert, Dmitry Tumin, Robert Fischer, Cyleste Collins, Chun Liu. Housing instability as a distinct risk factor in child protective services investigations: insights from a longitudinal study, Children and Youth Services Review, Volume 188, 2026, 109145, ISSN 0190-7409, https://doi.org/10.1016/j.childyouth.2026.109145.

Housing instability—including homelessness, doubling up, and eviction—is a prevalent issue affecting millions of families in the United States, with well-documented deleterious consequences. Families facing housing instability are at increased risk of child protective services (CPS) involvement, including a higher likelihood of child placement in foster care and reduced chances of reunification. Despite this, significant gaps remain in understanding the relationship between housing instability and CPS involvement. These gaps include: (1) narrow definitions of both housing instability and CPS involvement; (2) a lack of longitudinal analyses; and (3) limited insight into the compounding effects of material hardship alongside housing instability on CPS outcomes. To address these gaps, this study utilized four waves of data from the Illinois Families Study, focusing on low-income families receiving Temporary Assistance for Needy Families (TANF). A transitional model was employed to examine the association between housing instability and CPS investigations, while also assessing whether material hardship moderated this relationship. Families experiencing housing instability were significantly more likely to undergo CPS investigations. This association persisted even after accounting for material hardship, highlighting the distinct association between housing instability and CPS investigations. These results underscore the need for integrated policies and practices that provide prevention efforts for families experiencing housing instability prior to CPS involvement. This study contributes to the growing body of research on the intersection of housing instability and CPS, advocating for comprehensive, cross-sector strategies to improve prevention efforts.

Robert L. Fischer is the Grace Longwell Coyle Professor in Civil Society at the Jack, Joseph and Morton Mandel School of Applied Social Sciences of Case Western Reserve University, where he leads a range of evaluation research studies and teaches evaluation methods to graduate students in social work and nonprofit management. He is also Co-Director of the The Center on Poverty and Community Development. Since 2001, he has led the Center’s research on Invest in Children, a county-wide early childhood initiative that includes home visiting, children’s health, and childcare components. Dr. Fischer is also faculty director of the Master of Nonprofit Organizations (MNO) degree program.

By |2026-10-06T12:18:45-04:00October 6th, 2026|NACC Member Research|
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The Constructed Past of Philanthropic Foundations: A Conceptual Framework

Peter Weber

Peter Weber, Ph.D.
Associate Professor and Program Coordinator
Philanthropy and Nonprofit Studies (PNPS) Program
College of Human Sciences
Auburn University

The Constructed Past of Philanthropic Foundations: A Conceptual Framework
Peter C. Weber, Auburn University

The Constructed Past of Philanthropic Foundations: A Conceptual Framework. (2026). Philanthropia: A Humanities Journal on Philanthropy and Civil Society, 2(2), 9-36. https://doi.org/10.70902/5qkmhy46

The epistemological premise of this study is that nonprofit managers create and utilize narratives of the past to support and justify their organizational strategies. By adopting a deconstructionist perspective on history, I distinguish between past events (the organizational past) and the narration of those events (history). Drawing on insights from organization studies, I suggest that philanthropic foundations leverage the past in various ways, crafting “narratives of the past” in support of their strategic objectives. Using short empirical vignettes, I identify potential avenues for future research, highlighting how nonprofit managers can strategically employ history (individual unit of analysis), the organizational consequences of these historical uses (organizational unit of analysis), and the broader implications for the organizational field (sectoral unit of analysis).

Peter Weber is an associate professor of philanthropy and nonprofit studies and program coordinator of the Philanthropy and Nonprofit Studies (PNPS) Program at Auburn University, and currently holds the Mike and Leann Rowe Endowed Professorship in International Studies. He holds a doctorate in Philanthropic Studies from the Indiana University Lilly Family School of Philanthropy, as well as a Master in History and a Master in International Studies in Philanthropy and Social Entrepreneurship, both from the University of Bologna in Italy. His research focuses on the way individuals participate in public affairs through voluntary organizations and philanthropic practices. His latest research project investigates the emergence of philanthropic innovations through the lenses of program-related investments (PRIs) by private as well as community foundations. He has published extensively in peer-reviewed journals, including Voluntas, Nonprofit and Voluntary Sector Quarterly, Journal of Civil Society, Nonprofit Policy Forum, Global Society, Journal of Public Affairs Education, and Journal of Nonprofit Education and Leadership. He has taught graduate and undergraduate courses at the Indiana University Lilly Family School of Philanthropy, Indiana University-Purdue University Indianapolis School of Public and Environmental Affairs, Murray State University, and Auburn University. Among others, his teaching interests focus on grant-making practices, nonprofit management and governance, nonprofit advocacy and public policy, and community engagement. In recognition of his service to the field of nonprofit studies, he was recognized by the 2013 ARNOVA Emerging Scholar Award and selected as a Future Philanthropic Educator Fellow by the Learning by Giving Foundation (2015). At the national level, he serves as the VP of governance on the board of the Nonprofit Academic Centers Council (NACC), which is the international membership organization of nonprofit and philanthropic research centers and education programs.

By |2026-08-18T10:42:56-04:00August 18th, 2026|NACC Member Research|
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Walking the Regulatory Line: The Effects of a Disbursement Quota on Foundations

Nathan Grasse

Nathan J. Grasse
Professor
Master of Philanthropy & Nonprofit Leadership Program
Carleton University

Elizabeth A.M. Searing

Elizabeth A.M. Searing, PhD, CNP
Fellow, Venise Stuart Professorship in Nonprofit Management and Leadership
Associate Professor, University of Texas at Dallas
Adjunct Research Professor, Carleton University

Walking the Regulatory Line: The Effects of a Disbursement Quota on Foundations
Nathan J. Grasse and Elizabeth A. M. Searing

Grasse, N. J., E. A. M. Searing, and S. D. Phillips. 2026. “ Walking the Regulatory Line: The Effects of a Disbursement Quota on Foundations.” Public Administration Review 1–16. https://doi.org/10.1111/puar.70128.

Foundations exist to support charitable causes over an extended period, allowing investment returns to improve social conditions. In many countries, this is regulated by a required payout percentage each year. The existing research, overwhelmingly from the United States, has examined foundations’ regulatory compliance under the static conditions of the longstanding rule of distribution of 5% of assets annually. Drawing on regulatory behavior theory, this research takes advantage of the rare opportunity presented by a decrease in the disbursement rate in Canada to determine whether foundations altered their behavior and to assess the factors associated with differential responses. This facilitates our understanding of whether a mandated disbursement quota functions as a floor, a norm, or is irrelevant in guiding payouts, which will assist practitioners and policymakers in assessing the policy relevance for foundation compliance or over-compliance.

Nathan J. Grasse is a Professor in the Master of Philanthropy and Nonprofit Leadership (MPNL) program at Carleton University. He is an associate editor at the Journal of Civil Society, a member of the editorial board of Public Administration Review, and a board member of the Nonprofit Academic Centers Council, and has published in journals such as Nonprofit and Voluntary Sector Quarterly, Nonprofit Management and Leadership, the Journal of Public Administration Research and Theory, Policy Studies Journal, and the Review of Public Personnel Administration. His academic focus primarily revolves around the governance and financial management of public-serving organizations.

Dr. Elizabeth A. M. Searing is an Associate Professor of Public and Nonprofit Management at the University of Texas at Dallas and the Fellow to the Venise Stuart Professor in Nonprofit Management and Leadership. Dr. Searing’s primary research focus is the financial management of nonprofit and social enterprise organizations, but she also conducts work on comparative social economy more broadly. She is an Associate Editor and editorial board member of Nonprofit Management & Leadership, and an editorial advisory board member at VOLUNTAS and the Journal of Public Budgeting, Accounting and Financial Management (JPBAFM). Her articles have been published in peer-reviewed journals such as the Journal of Economic Behavior and Organization, Nonprofit Management & Leadership, and Nonprofit and Voluntary Sector Quarterly.

By |2026-08-19T14:13:10-04:00August 18th, 2026|NACC Member Research|
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Playing the Percentages: Re-Evaluating the Ethics of Paying Fundraisers by Commission

Dr. Ruth K. Hansen
Associate Professor, Nonprofit Management
Director, Institute for Nonprofit Management Studies
College of Business and Economics
University of Wisconsin-Whitewater

Playing the Percentages: Re-Evaluating the Ethics of Paying Fundraisers by Commission
Ian MacQuillin, Ruth Hansen, Heather Hill, Roewen Wishart
MacQuillin, I.R., Hansen, R.K., Hill, H.R. and Wishart, R. (2026). Playing the percentages: Re-evaluating the ethics of paying fundraisers by commission. Portsmouth: Rogare – The Fundraising Think Tank.

Most fundraisers are taught that paying fundraisers by commission – a percentage of the money they raise – is unethical. Yet despite the practice’s prohibition under the codes of practice of many countries and near-ubiquitous moral disapproval of commission-based remuneration, the ethical arguments against it are rarely put forward; when they are, they can be weak, or at least not as strong as they could/should be. And anecdotally, fundraisers report being asked – by organizations, administrators, and board members – to accept a percentage of money raised as their pay, contingent on immediate funds raised from the project, suggesting that the question is not well-settled in practice, or at least not broadly considered by the broader community.

But in a way, this hasn’t mattered, because if the ethical arguments fail, people can point to the code of practice and say that it’s banned. However, recent policy changes by the Fundraising Regulator in the UK in 2025 and Fundraising Institute of Australia in 2021 regarding commission-based pay has removed that argument in those countries. And so to convincingly argue against commission will require stronger arguments than we currently have.

The purpose of this discussion paper is to:

  • Understand the weaknesses of the ethical arguments against commission payments
  • Set out how those arguments might be strengthened
  • Understand the ethical arguments in favour of commission payments
  • Suggest safeguards and conditions to ensure that any time commission is paid, it is done so fairly and appropriately

The report’s authors are based in the UK, the US, and Australia. We do not argue for commission-based pay; but neither do we argue against it. We consider 14 arguments against commission-based pay: focusing on the welfare of donors; nonprofit organizations and their beneficiaries; philanthropy and fundraising; fundraisers, and other concerns. We also consider three arguments for commission-based pay. Taken together, these arguments set up ethical dilemmas, which we consider, and propose a series of recommendations.

The report is available at https://www.rogare.net/commission

Ruth K. Hansen, Ph.D., is an associate professor at the University of Wisconsin-Whitewater’s College of Business and Economics and director of the Institute for Nonprofit Management Studies. A scholar and former practitioner, she brings over two decades of fundraising experience to her research on philanthropy, resource mobilization, and inclusion in the nonprofit sector. Dr. Hansen was named a 2024 AFP Early Career Emerging Scholar alongside Dr. Lauren Dula. She serves on the board of the Nonprofit Academic Centers Council (NACC) and the Rogare Council, and chairs the Research Council for the AFP Foundation for Fundraising.

By |2026-08-18T09:31:34-04:00August 18th, 2026|NACC Member Research|
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Grading in the Digital Age: AI Feedback Versus Professor Feedback

Ronald Mickler, Jr.

Dr. Ronald Mickler, Jr.
Assistant Dean for Accreditation and Strategic Initiatives
Boler College of Business
John Carroll University

Grading in the Digital Age: AI Feedback Versus Professor Feedback
La Toya M. Russell, Andrew Zeiser, Ronald Mickler, Jr., Doan Winkel
Journal of Marketing Education (May 2026)

Feedback is a cornerstone of academic development, particularly in marketing education, where skill development often requires iteration and applied practice. While instructors spend considerable time providing effective feedback, artificial intelligence (AI) tools can significantly reduce this burden by generating timely, tailored responses. For example, AI-based chatbots can supplement instruction, providing students with timely feedback and reducing instructors’ workload. This study examines how marketing students perceive feedback quality based on its source, specifically whether it is delivered by an AI system or a human instructor. Through a scenario-based experiment, we investigate student perceptions of feedback quality and effectiveness based on the source (AI vs. Instructor) or valence (positive vs. negative). Our findings provide guidance for professors who want to incorporate AI tools into their teaching practices. Understanding student perceptions of feedback source is crucial for marketing educators who want to leverage AI systems to enhance the educational experience without compromising the human component that students value.

Dr. Ronald Mickler, Jr., is a distinguished academic leader with over two decades of experience in higher education, specializing in enrollment management, student services, and program development. He currently serves as the Assistant Dean for Accreditation and Strategic Initiatives at the Boler College of Business, John Carroll University, where he also teaches leadership and organizational development courses.

Dr. Mickler earned his Doctor of Education in Leadership Studies from Ashland University in 2021. His dissertation, titled “Informal Leaders, Interpersonal Influence, and Word-of-Mouth Communication: Understanding Master of Business Administration Applicants’ Enrollment Decision-Making Process,” provides valuable insights into the factors influencing MBA applicants’ enrollment decisions.

Throughout his career, Dr. Mickler has demonstrated a profound ability to design and implement innovative academic programs and strategic initiatives. He also successfully led the AACSB Continuous Improvement Peer Review Process in 2024, resulting in the extension of dual accreditation through 2029.

By |2026-05-24T19:00:41-04:00May 24th, 2026|NACC Member Research|
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Distinct but Complementary: Dynamic and Improvisational Capabilities

Dr. Sonia White

Sonia R. White, PhD
Director, Center for Nonprofit Management & Leadership
Dillard College of Business Administration
Midwestern State University, Texas

Distinct but Complementary: Dynamic and Improvisational Capabilities
Sonia R. White, William Gillis
Journal of Small Business Strategy, 36(2), 7–18

There has been very little theoretical or empirical research examining how dynamic and improvisational capabilities work together to achieve organizational outcomes such as resiliency. To date, empirical and conceptual discriminant validity between dynamic and improvisational capabilities has remained unsupported because there is a dearth of research examining these concepts in the same empirical study, leaving uncertainty for managers and scholars. This study empirically examined the discriminant difference between dynamic and improvisational capabilities with an initial pilot study (Sample 1: N = 75) using the HTMT ratio as the primary criterion and HTMT confidence intervals as the secondary criterion. Overall, this research demonstrated that dynamic and improvisational capabilities are distinct concepts. Several limitations are discussed, as well as theoretical and practitioner implications and future research opportunities.

Sonia White, Ph.D., CNP, ACNP: Sonia is the Director of the Center for Nonprofit Management & Leadership at Midwestern State University in Wichita Falls, Texas. She oversees the Nonprofit Management Minor in the Dillard College of Business Administration and advises students pursuing that degree. Dr. White developed the Nonprofit Management Minor courses’ curriculum and content, including the four classes she teaches.

Sonia has 20 years of professional experience in the nonprofit sector and has worked for multiple large nonprofits in the Dallas-Ft. Worth Metroplex, as well as operating a consulting firm, Sonia White Consulting, LLC. Sonia served as the Director for the Area Agency on Aging for Dallas County and the Managing Director for Aging and Disability Services for the Community Council of Greater Dallas, overseeing an $8 million budget. Since 2015, Dr. White has written many successful federal grants, resulting in over $30 million in federal funds awarded.

Sonia is a native Texan, born in Fort Worth, Texas. Dr. White earned her Ph.D. in Business Administration with a concentration in Management at the University of South Alabama in Mobile. Sonia attended the University of Texas at Austin, earning her Bachelor of Fine Arts and teacher certification, and received her Master of Science in Education, emphasizing Supervision and Administration in the Fine Arts, from Bank Street College and Parsons School of Design in Manhattan, NY. Sonia is a Standards for Excellence Licensed Consultant, has her BoardSource Certificate in Board Governance, and both the Certified Nonprofit Professional (CNP) and Advanced Certified Nonprofit Professional (ACNP) credentials.

By |2026-05-24T19:00:21-04:00May 24th, 2026|NACC Member Research|
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Exploring the Nonprofit Job Market: Insights from Topic Modeling Analysis

Dorothy Norris-Tirrell, PhD

Dorothy Norris-Tirrell, Ph.D., ACNP
President Emerita
Nonprofit Leadership Alliance

Exploring the Nonprofit Job Market: Insights from Topic Modeling Analysis
Jennifer F. Rinella, Emily Dale, Dorothy Norris-Tirrell
International Journal of Public Administration, 1–15

Given the nonprofit sector’s significant, ongoing challenges of filling vacant positions and retaining staff, this study examines the nonprofit job market through an analysis of online job announcements. Using Non-Negative Matrix Factorization topic modeling, a dataset of 13,685 job announcements was explored to find job-related themes. The analysis revealed nine topics that identify the core organizational functions for nonprofit organizations today as well as commonly stated requirements for nonprofit jobs. Findings also highlighted the cross-functional work of nonprofit employees. Practical implications are shared for organizations seeking to recruit and develop emerging leaders.

By |2026-05-24T18:45:20-04:00May 24th, 2026|NACC Member Research|
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