Improving nonprofit succession management for leadership continuity: A shared leadership approach

The topic of nonprofit succession management has gained increasing research attention in recent years. However, the organizational implementation rate of succession management is often low – and even where present, may be mere “lip service.” Previous studies in the field mostly focus on the role of boards or executive directors in succession management. Grounded in shared leadership theory, this study takes a broader perspective, and stresses the shared responsibilities among boards, executive directors/division executives, and human resource (HR) professionals within the succession management process. As such, the study's framework comprises three components: shared leadership, the succession management process, and nonprofit leadership continuity as an outcome variable. The results of a large online survey in Germany (N = 1020) show that only 12.3% of responding nonprofit organizations in Germany practice tripartite shared leadership in succession management. However, applying partial least squares analysis indicates, for example, a positive relationship of shared leadership behavior among boards, executive directors/division executives, and HR professionals with the likelihood of a systematic succession management process, as well as nonprofit leadership continuity. Reflecting on our findings and current threats to nonprofits, such as COVID-19, we conclude by offering practical implications for nonprofit decision-makers and for academia. Among other things, we argue that nonprofit practice should push for more (tripartite) shared leadership to improve succession management and leadership continuity. © 2022 The Authors. Nonprofit Management & Leadership published by Wiley Periodicals LLC.

Creating hospitable service systems for refugees during a pandemic: leveraging resources for service inclusion

Purpose: The overarching goal of this paper is to increase awareness among researchers and practitioners that refugees are disproportionally impacted by COVID-19, which increases their suffering. Second, it extends a recently introduced transformative refugee service experience framework by integrating and conceptualizing refugees' resource and service inclusion during a pandemic. Third, it explores lessons learned and implications from the COVID-19 pandemic for the future of service research and practice. Design/methodology/approach: This study synthesizes approaches on refugees, resources and transformative service research to develop an extended framework for addressing one of society's pressing issues during and after pandemics. Findings: Recognizing refugees as providing resources rather than just needing or depleting resources can enable more inclusion. It facilitates refugees' integration into society by drawing on their skills and knowledge. This requires hospitable refugee service systems that enable service inclusion and opportunities for refugee resource integration. Research limitations/implications: This article focuses on one vulnerable group in society. However, the extended framework presented warrants broader application to other contexts, such as subsistence marketplaces. Practical implications: Managers of service businesses and public policymakers should create more inclusive and hospitable service systems for refugees. This may result in redesigning services, changing consumer behavior and reformulating public policy. Social implications: Better inclusion and integration of refugees and their resources should increase their individual well-being, reduce social issues in society, increase overall societal well-being and productivity. Originality/value: This article presents a novel extended framework for service scholars and service providers to increase resource and service inclusion of refugees in a disaster context. © 2020, Emerald Publishing Limited.