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Organizational sensegiving: Indicators and nonprofit signaling
Author(s) -
Levine Daniel Jamie,
Eckerd Adam
Publication year - 2019
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.21383
Subject(s) - organizational identity , identity (music) , resource (disambiguation) , perception , public relations , business , resource dependence theory , revenue , knowledge management , resource based view , exploratory factor analysis , organizational commitment , psychology , marketing , political science , management , economics , computer science , computer network , physics , accounting , neuroscience , acoustics , service (business) , competitive advantage
Resource acquisition depends upon the agreement between an organization's sense of identity and the perceptions of organizational identity held by resource providers. To smooth the flow of resources and buffer against potential issues, organizations seek to manage external perceptions and, to the extent possible, control their organizational identity. Using exploratory factor analysis, we examine the data from 300 GuideStar profiles to develop a sense of how nonprofit organizations “give sense” to resource providers and attempt to manage their organizational identity. We find evidence of three sensegiving strategies. We then use a seemingly unrelated regression model to examine the relationship between these strategies and revenue outcomes, finding evidence that (a) nonprofit organizations demonstrate intentional sensegiving, and (b) different sensegiving approaches are related to different income streams.