Given the diversity of organizational goals and stakeholder needs, the assessment of nonprofit effectiveness is highly subjective. Therefore, reputation is a core concept that needs to be managed as a way to deal with subjective opinions on organizational effectiveness. This reputational effectiveness approach is highly relevant for practitioners as there is a strong relationship between nonprofit reputational effectiveness and stakeholder behaviors. This DFG project focuses on creating a scientific, in-depth understanding of how perceptions and reputations are shaped over time, through social interactions within and between various stakeholder groups.
The interdisciplinary and multi-methods research deals with the following research questions:
(1) How are reputations actively built through organizational and individual actions (reputation capacity building)?
(2) What are the cognitive processes underneath reputation-based decisions about public and nonprofit organizations and their collaborators?
(3) How do social dynamics among external stakeholders influence an organization’s reputation?
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Willems, J., 2016: Organizational crisis resistance: Examining leadership mental models of necessary practices to resist crises and the role of organizational context. Voluntas: International Journal of Voluntary and Nonprofit Organizations. Published online before print, DOI: 10.1007/s11266-016-9753-9
Willems, J., Jegers, M., Faulk, L. 2016: Organizational effectiveness reputation in the nonprofit sector. Public Performance and Management Review. 39(2): 476–497. DOI: 10.1080/15309576.2015.1108802
Willems, J. 2016: Building shared mental models of organizational effectiveness in leadership teams through team member exchange quality. Nonprofit and Voluntary Sector Quarterly. 45(3): 568-592. DOI: 10.1177/0899764015601244