Organizational Commitment in the Nonprofit Sector and the Underlying Impact of Stakeholders and Organizational Support

Akingbola, K., & van den Berg, H. A. (2019). Antecedents, consequences, and context of employee engagement in nonprofit organizations. Review of Public Personnel Administration, 39(1), 46–74. Alexander L. B. (2017) Why Women are Still Underrepresented in Nonprofit Leadership and What We Can Do About It. Retrieved on October 21st, 2019 from https://www.nonprofithr.com/women-underrepresented-nonprofit-leadership/ Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1–18. Angle, H. L., & Perry, J. L. (1981). An empirical assessment of organizational commitment and organizational effectiveness. Administrative Science Quarterly, 26(1), 1–14. Balser, D., & McClusky, J. (2005). Managing stakeholder relationships and nonprofit organization effectiveness. Nonprofit Management and Leadership, 15(3), 295–315. Baluch, A. M. (2017). Employee perceptions of HRM and well-being in nonprofit organizations: Unpacking the unintended. The International Journal of Human Resource Management, 28(14), 1912–1937. Bartlett, K. R. (2001). The relationship between training and organizational commitment: A study in the health care field. Human Resource Development Quarterly, 12(4), 335–352. Bassous, M. (2015). What are the factors that affect worker motivation in faith-based nonprofit organizations? Voluntas International Journal of Voluntary and Nonprofit Organizations, 26(1), 355–381. Ben-Ner, A., & Van Hoomissen, T. (1991). Nonprofit organizations in the mixed economy. Annals of Public and Cooperative Economics, 62(4), 519–550. Boezeman, E. J., & Ellemers, N. (2007). Volunteering for charity: Pride, respect, and the commitment of volunteers. Journal of Applied Psychology, 92, 771–785. Brimhall, K. C. (2019). Inclusion is important but how do i include? Examining the effects of leader engagement on inclusion, innovation, job satisfaction, and perceived quality of care in a diverse nonprofit health care organization. Nonprofit and Voluntary Sector Quarterly, 48(4), 716–737. Brown, W. A., & Yoshioka, C. F. (2003). Mission attachment and satisfaction as factors in employee retention. Nonprofit Management and Leadership, 14(1), 5–18. Dart, R. (2004). Being “business-like” in a nonprofit organization: A grounded and inductive typology. Nonprofit and Voluntary Sector Quarterly, 33(2), 290–310. Defourny, J., & Nyssens, M. (2008). Social enterprise in Europe: Recent trends and developments. Social Enterprise Journal, 4, 202–228. Doherty, A., & Hoye, R. (2011). Role ambiguity and volunteer board member performance in nonprofit sport organizations. Nonprofit Management and Leadership, 22(1), 107–128. Eikenberry, A. M. (2009). Refusing the market: A democratic discourse for voluntary and nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 38(4), 582–596. Erdurmazlı, E. (2019). Satisfaction and commitment in voluntary organizations: A cultural analysis along with servant leadership. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 30(1), 129–146. Fisher, L. B. (2012). Toward a better understanding of nonprofit communication management. Journal of Communication Management, 16(4), 388–404. Hayes, A. F., & Scharkow, M. (2013). The relative trustworthiness of inferential tests of the indirect effect in statistical mediation analysis: Does method really matter? Psychological Science, 24(10), 1918–1927. Hodge, M. M., Hodge, M. M., & Piccolo, R. F. (2011). Nonprofit board effectiveness, private philanthropy, and financial vulnerability. Public Administration Quarterly, 35(4), 520–550. Huynh, J. Y., Metzer, J. C., & Winefield, A. H. (2012). Validation of the four-dimensional connectedness scale in a multisample volunteer study: A distinct construct from work engagement and organisational commitment. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 23(4), 1056–1082. Jaskyte, K. (2004). Transformational leadership, organizational culture, and innovativeness in nonprofit organizations. Nonprofit Management & Leadership, 15(2), 153–168. Jaskyte, K. (2011). Predictors of administrative and technological innovations in nonprofit organizations. Public Administration Review, 71(1), 77–86. Kania, J., & Kramer, M. (2011). Collective impact (pp. 36–41). FSG Kang, C., Huh, S., Cho, S., & Auh, E. (2015). Turnover and retention in nonprofitemployment: The korean college graduates’ experience. Nonprofit and Voluntary Sector Quarterly, 44(4), 641–664. Kearns, K. P. (2004). Management-capacity building in the Pittsburgh region. Nonprofit Management and Leadership, 14(4), 437–452. Kentucky Nonprofit Network (2020a). Kentucky nonprofits: More than charity. Retrieved on October 1st 2019 from https://www.kynonprofits.org/advocate/MoreThanCharity Kentucky Nonprofit Network (2020b). Updated rapid response survey: KY nonprofits & COVID-19. Retrieved on October 19 2020 from https://www.kynonprofits.org/sites/default/files/COVID%20FOLLOW-UP%20Rapid%20Response%20Survey%20Report.pdf Kim, S. E., & Lee, J. W. (2007). Is mission attachment an effective management tool for employee retention? An empirical analysis of a nonprofit human services agency. Review of Public Personnel Administration, 27(3), 227–248. Knapp, J. R., Smith, B. R., & Sprinkle, T. A. (2017). Is it the job or the support? Examining structural and relational predictors of job satisfaction and turnover intention for nonprofit employees. Nonprofit and Voluntary Sector Quarterly, 46(3), 652–671. Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. (2017). Perceived organizational support: A meta-analytic evaluation of organizational support theory. Journal of Management. Lanfranchi, J., & Narcy, M. (2015). Female overrepresentation in public and nonprofit sector jobs: Evidence from french national survey. Nonprofit and Voluntary Sector Quarterly, 44(1), 47–74. Lee, C., & Nowell, B. (2015). A framework for assessing the performance of nonprofit organizations. American Journal of Evaluation, 36(3), 299–319. Lee, Y. J. (2016). Comparison of job satisfaction between nonprofit and public employees. Nonprofit and Voluntary Sector Quarterly, 45(2), 295–313. LeRoux, K., & Feeney, M. K. (2013). Factors attracting individuals to nonprofit management over public and private sector management. Nonprofit Management and Leadership, 24(1), 43–62. Lewis, L. (2005). The civil society sector: A review of critical issues and research agenda for organizational communication scholars. Management Communication Quarterly, 19(2), 238–267. Maier, F., Meyer, M., & Steinbereithner, M. (2016). Nonprofit organizations becoming business-like: A systematic review. Nonprofit and Voluntary Sector Quarterly, 45(1), 64–86. Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78(4), 538–551. Meyer, J. P., & Parfyonova, N. M. (2010). Normative commitment in the workplace: A theoretical analysis and re-conceptualization. Human Resource Management Review, 20(4), 283–294. Miller, J. L., & Faerman, S. R. (2003). Making good board choices: A competing values approach. Nonprofit Quarterly, 10, 48–53. Ohana, M., Meyer, M., & Swaton, S. (2013). Decision-making in social enterprises: Exploring the link between employee participation and organizational commitment. Nonprofit and Voluntary Sector Quarterly, 42(6), 1092–1110. Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, P. V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59(5), 603–609. Powell, D. M., & Meyer, J. P. (2004). Side-bet theory and the three-component model of organizational commitment. Journal of Vocational Behavior, 65(1), 157–177. Presti, A. L. (2013). The interactive effects of job resources and motivations to volunteer among a sample of Italian volunteers. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 24(4), 969–985. Reid, W., & Turbide, J. (2012). Board/staff relationships in a growth crisis: Implications for nonprofit governance. Nonprofit and Voluntary Sector Quarterly, 41(1), 82–99. Ridder, H., & McCandless, A. (2010). Influences on the architecture of human resource management in nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 39(1), 124–141. Salamon, L. M., Newhouse, C. L. & Sokolowski, S.W. (2019). The 2019 nonprofit employment report. Johns Hopkins Center for Civil Society Studies, retrieved on Oct1st 2019 from http://ccss.jhu.edu/wp-content/uploads/downloads/2019/01/2019-NP-Employment-Report_FINAL_1.8.2019.pdf Salim, L., Sadruddin, S., & Zakus, D. (2012). Organizational commitment in a health NGO in Pakistan. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 23(3), 584–604. Sanders, M. L., & McClellan, J. G. (2014). Being business-like while pursuing a social mission: Acknowledging the inherent tensions in US nonprofit organizing. Organization, 21(1), 68–89. Shumate, M., Cooper, K. R., Pilny, A., & Pena-y-lillo, M. (2017). The nonprofit capacities instrument. Nonprofit Management and Leadership, 28(2), 155–174. Smith, J. M., Arendt, C., Lahman, J. B., Settle, G. N., & Duff, A. (2006). Framing the work of art: Spirituality and career discourse in the nonprofit arts sector. Communication Studies, 57(1), 25–46. Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, R. (2013). Employee engagement, organisational performance and individual well-being: Exploring the evidence, developing the theory. International Journal of Human Resource Management, 24, 2657–2669. US Bureau of Statistics (2020). Local area unemployment statistics. Retrieved on September 22, 2020 from https://data.bls.gov/timeseries/LAUMT213046000000004?amp%253bdata_tool=XGtable&output_view=data&include_graphs=true Valeau, P., Willems, J., & Parak, H. (2016). The effect of attitudinal and behavioral commitment on the internal assessment of organizational effectiveness: A multilevel analysis. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 27(6), 2913–2936. Van Puyvelde, S., Caers, R., Du Bois, C., & Jegers, M. (2012). The governance of nonprofit organizations: Integrating agency theory with stakeholder and stewardshiptheories. Nonprofit and Voluntary Sector Quarterly, 41(3), 431–451. Wright, B. E., & Millesen, J. L. (2008). Nonprofit board role ambiguity: Investigating its prevalence, antecedents, and consequences. The American Review of Public Administration, 38(3), 322–338. Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: Literature review. Journal of Management Development, 35(2), 190–216. Yousef, D. A. (2017). Organizational commitment, job satisfaction and attitudes toward organizational change: A study in the local government. International Journal of Public Administration, 40(1), 77–88. Zollo, L., Laudano, M. C., Boccardi, A., & Ciappei, C. (2019). From governance to organizational effectiveness: the role of organizational identity and volunteers’ commitment. Journal of Management and Governance, 23(1), 111–137.