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- Publisher Website: 10.1002/nml.21339
- Scopus: eid_2-s2.0-85053936513
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Article: Leadership succession and the performance of nonprofit organizations: A fuzzy‐set qualitative comparative analysis
Title | Leadership succession and the performance of nonprofit organizations: A fuzzy‐set qualitative comparative analysis |
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Authors | |
Keywords | China fuzzy‐set qualitative comparative analysis leadership succession nongovernmental organizations organizational performance |
Issue Date | 2019 |
Publisher | Jossey-Bass Inc, Publishers. The Journal's web site is located at http://onlinelibrary.wiley.com/journal/10.1002/%28ISSN%291542-7854 |
Citation | Nonprofit Management and Leadership, 2019, v. 29, p. 341-361 How to Cite? |
Abstract | Leadership succession is critical to the performance of nonprofit organizations. Existing research has mostly treated leadership succession as an instantaneous event, and it has examined the independent effects of certain factors on organizational performance. However, little research has focused on the combinations of causally relevant factors. This article integrated organizational life cycle, resource dependence, and institutional theories, as well as the organizational fit literature, to explain how contextual and strategic factors combine to affect postsuccession performance. A fuzzy‐set qualitative comparative analysis (fsQCA) was used to analyze 15 succession events in Chinese environmental nongovernmental organizations (NGOs). The study identified four pathways to good NGO performance after succession. It also highlighted that it is not succession per se but the succession context (i.e. founders' control, board governance, professionalization, and political environment) and the strategic orientations of the successor that affect postsuccession performance in nonprofit organizations. |
Description | Link to Free access |
Persistent Identifier | http://hdl.handle.net/10722/277366 |
ISSN | 2023 Impact Factor: 3.2 2023 SCImago Journal Rankings: 1.182 |
ISI Accession Number ID |
DC Field | Value | Language |
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dc.contributor.author | Li, H | - |
dc.date.accessioned | 2019-09-20T08:49:42Z | - |
dc.date.available | 2019-09-20T08:49:42Z | - |
dc.date.issued | 2019 | - |
dc.identifier.citation | Nonprofit Management and Leadership, 2019, v. 29, p. 341-361 | - |
dc.identifier.issn | 1048-6682 | - |
dc.identifier.uri | http://hdl.handle.net/10722/277366 | - |
dc.description | Link to Free access | - |
dc.description.abstract | Leadership succession is critical to the performance of nonprofit organizations. Existing research has mostly treated leadership succession as an instantaneous event, and it has examined the independent effects of certain factors on organizational performance. However, little research has focused on the combinations of causally relevant factors. This article integrated organizational life cycle, resource dependence, and institutional theories, as well as the organizational fit literature, to explain how contextual and strategic factors combine to affect postsuccession performance. A fuzzy‐set qualitative comparative analysis (fsQCA) was used to analyze 15 succession events in Chinese environmental nongovernmental organizations (NGOs). The study identified four pathways to good NGO performance after succession. It also highlighted that it is not succession per se but the succession context (i.e. founders' control, board governance, professionalization, and political environment) and the strategic orientations of the successor that affect postsuccession performance in nonprofit organizations. | - |
dc.language | eng | - |
dc.publisher | Jossey-Bass Inc, Publishers. The Journal's web site is located at http://onlinelibrary.wiley.com/journal/10.1002/%28ISSN%291542-7854 | - |
dc.relation.ispartof | Nonprofit Management and Leadership | - |
dc.rights | Preprint This is the pre-peer reviewed version of the following article: [FULL CITE], which has been published in final form at [Link to final article]. Authors are not required to remove preprints posted prior to acceptance of the submitted version. Postprint This is the accepted version of the following article: [full citation], which has been published in final form at [Link to final article]. | - |
dc.subject | China | - |
dc.subject | fuzzy‐set qualitative comparative analysis | - |
dc.subject | leadership succession | - |
dc.subject | nongovernmental organizations | - |
dc.subject | organizational performance | - |
dc.title | Leadership succession and the performance of nonprofit organizations: A fuzzy‐set qualitative comparative analysis | - |
dc.type | Article | - |
dc.identifier.email | Li, H: lihuipa@hku.hk | - |
dc.identifier.authority | Li, H=rp02425 | - |
dc.description.nature | link_to_subscribed_fulltext | - |
dc.identifier.doi | 10.1002/nml.21339 | - |
dc.identifier.scopus | eid_2-s2.0-85053936513 | - |
dc.identifier.hkuros | 305945 | - |
dc.identifier.volume | 29 | - |
dc.identifier.spage | 341 | - |
dc.identifier.epage | 361 | - |
dc.identifier.isi | WOS:000462603400004 | - |
dc.publisher.place | United States | - |
dc.identifier.issnl | 1048-6682 | - |