The DOI matches its Crossref record.
Responding to COVID‐19: International nonprofits' stakeholder channels, resource pressures and governance responses
Open accessAbstract
The coronavirus disease 2019 (COVID‐19) health crisis imposes severe pressures on nonprofit organizations, which must be resilient to respond effectively to extreme environmental tensions. We combined resource dependence theory with stakeholder theory to frame to what extent nonprofits experienced resource pressures through various stakeholder channels and the nonprofit governance responses. We empirically investigated international medical research and education nonprofits during the COVID‐19 pandemic. Our results indicate resource decreases in nearly all stakeholder channels. In response, nonprofit boards increased activity levels by mainly focusing on adapting organizational offerings and increasing support to the organization. Managerial executives also increased their activity levels, by focusing on safeguarding financial stability, planning and adapting operations to confinement measures.
Overview
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Integrity signals
Registry
Cites
Statistics
Figures
Verification
Claims the paper makes
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
The source backs part of the claim, not all of it — or backs it for a different population, condition or comparison.
In the citing paper
“Public funding is often stopped or interrupted unexpectedly for many reasons, causing changes to HSO human and administrative resources, while limiting spending and adversely impacting community groups through unplanned service cutbacks (Kim & Mason, 2020; Willems et al., 2022).”
From Understanding Government-Nonprofit Funding Agreements in Human Service Organizations Using Resource Dependence Theory and Organizational Legitimacy (2026) · cites this paper as Willems et al., 2022
Experimental — accuracy not yet measured
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
The self-check needs the paper’s full text.
Citations
Cites
No references could be resolved yet.
Research works printed but not linked: 54
- 10.1177/0899764099284003 · DOI
- Arik M., 2016, Strategic responses of non‐profit organizations to the economic crisis: Examining through the lenses of resource dependency and resourced‐based view theories, Academy of Strategic Management Journal, 15, 48
- 10.1007/s11266-009-9102-3 · DOI
- 10.1002/nml.70 · DOI
- Beaton E.(2020).Ohio nonprofit COVID‐19 survey: A report of the results (May 4 2020). Retrieved October 10 2020 fromhttps://papers.ssrn.com/sol3/papers.cfm?abstract_id=3658394 · DOI
- 10.1002/nml.20039 · DOI
- 10.1002/nml.71 · DOI
- 10.1177/0149206316680030 · DOI
- Chen X., 2021, Are disasters disastrous to nonprofit organizations? Investigating the financial implications of hurricane sandy for nonprofits, Nonprofit and Voluntary Sector Quarterly, 51, 1
- 10.1093/ct/qtz002 · DOI
- 10.1057/palgrave.crr.1550049 · DOI
- 10.4324/9780203167571 · DOI
- 10.1002/nml.21389 · DOI
- Deitrick L., 2020, Nonprofit response to COVID‐19: The immediate impacts of the COVID‐19 pandemic on San Diego County nonprofits
- 10.2307/258887 · DOI · Paper page
- 10.1061/(ASCE)NH.1527-6996.0000269 · DOI
- 10.1057/palgrave.crr.1540226 · DOI
- 10.1177/0899764017746019 · DOI
- 10.1007/s11266-015-9648-1 · DOI
- 10.1093/occmed/kqaa056 · DOI
- 10.1002/nml.4130060407 · DOI
- 10.1111/puar.13247 · DOI
- 10.1332/204080520X16009766578527 · DOI
- Harrison J. S., 2015, Stakeholder theory as an ethical approach to effective management: pplying the theory to multiple contexts, Revista Brasileira de Gestão de Negócios, 17, 858
- 10.1177/027507409002000204 · DOI
- 10.1007/978-1-4614-3876-2_5 · DOI
- 10.1177/0149206309343469 · DOI
- Hu Q., 2017, Can management practices make a difference? Nonprofit organization financial performance during times of economic stress, Journal of Economics and Financial Analysis, 1, 71
- 10.1111/1467-8683.00089 · DOI
- 10.1016/B978-0-12-805196-2.00003-0 · DOI
- 10.1177/0899764020964584 · DOI
- 10.1080/15309576.2016.1273124 · DOI
- Laugé A. Sarriegi J. M. &Torres J. M.(2009 July). The dynamics of crisis lifecycle for emergency management. In Proceedings of the 27th International Conference of the System Dynamics Society Albuquerque New Mexico USA.
- 10.1002/nml.21197 · DOI
- 10.1111/puar.13238 · DOI
- 10.1111/puar.12181 · DOI
- 10.1177/0899764020964582 · DOI
- 10.1177/0899764003257463 · DOI
- 10.1002/nml.20055 · DOI
- 10.1111/1468-5973.12107 · DOI
- 10.2307/258610 · DOI · Paper page
- Pfeffer J., 1978, The external control of organizations: A resource dependence perspective
- 10.1177/0899764021991675 · DOI
- 10.5465/AME.1991.4274682 · DOI
- 10.1002/nml.21478 · DOI
- 10.1111/puar.13254 · DOI
- 10.1111/j.1468-5973.2009.00558.x · DOI · Paper page
- 10.1111/j.0966-0879.2003.01104002.x · DOI
- Sutcliffe K. M., 2003, Positive organizational scholarship: Foundations of a new discipline, 94
- 10.1177/089976409102000407 · DOI
- 10.1163/24054933-12340011 · DOI
- 10.1177/0899764011409757 · DOI
- 10.1111/apce.12067 · DOI
- Williams M., 2019, The art of coding and thematic exploration in qualitative research, International Management Review, 15, 45
Cited by
Sorted by citations
Turpin, A., & Shier, M. (2026) · Journal of Public and Nonprofit Affairs · doi:10.20899/jpna.far2t327
Metadata
- Authors
- Willems, E. L., Van Puyvelde, S., Jegers, M., & Raeymaeckers, P.
- Affiliations
- Vrije Universiteit Brussel (BE)
- Department of Applied Economics Vrije Universiteit Brussel Brussels Belgium
- University of Antwerp (BE)
- Corresponding author
- Willems, Emma L.
- Venue
- Journal of Contingencies and Crisis Management
- Publisher
- Wiley
- Published
- 2022-06-24
- Volume
- 30
- Issue
- 3
- Pages
- 270-280
- ISSN
- 0966-0879 (ISSN-L)
- 1468-5973
- PMC
- PMC9349807
- OpenAlex
- W4283454510
- Cited by
- 11
- References
- 0
- Citations by year
- 2026: 2 · 2025: 4 · 2024: 1 · 2023: 3 · 2022: 1
- FWCI
- 3.24
- Type
- journal article
- Language
- en
- Open access
- hybrid
- doi.org
- Licence
- Locations
- Journal of Contingencies and Crisis Management (publishedVersion, cc-by-nc-nd)
- PubMed Central (publishedVersion, cc-by-nc-nd)
- PubMed (publishedVersion)
- VUBIR (Vrije Universiteit Brussel) (submittedVersion)
- Topics
- Social Sciences › Sociology and Political Science › Nonprofit Sector and Volunteering
- Social Sciences › Communication › Public Relations and Crisis Communication
- Social Sciences › Sociology and Political Science › Disaster Management and Resilience
- Keywords
- COVID-19 pandemic, nonprofit governance, resource dependence theory, stakeholder theory, resource pressure, nonprofit boards, financial stability, organizational adaptation
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
