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In search of strategy universalistic, contingent, and configurational adoption of

By: Hager, Mark A

Material type: Article

ArticlePublisher: 2015Description: 235 - 254 In: Nonprofit Management & LeadershipSummary: The canon of volunteer administration contends that adoption of specified practices separates effective from ineffective programs. Alternatively, structural contingency and strategic human resource management theories suggest that managers make adoption decisions based on how organizational circumstances dictate the applicability or efficacy of particular practices. We test propositions that universalistic adoption of 'best practices', contingent adoption of practices, and configurational adoption of bundles of practices are associated with program outcomes of recruitment ease, retention of volunteers, and the net benefits that volunteers bring to organizational operations. With all sets of tests garnering limited empirical support, we conclude that human resource practice in volunteer administration is loosely coupled with outcomes, but that some organizations do - and many more should - manage according to the singular context of their institutional and external environments.

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Item type	Current location	Call number	Vol info	Status	Date due	Barcode
Articles	Ahmedabad (HO)	(Browse shelf)	Vol. 25, Issue. 3	Available		020398

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The canon of volunteer administration contends that adoption of specified practices separates effective from ineffective programs. Alternatively, structural contingency and strategic human resource management theories suggest that managers make adoption decisions based on how organizational circumstances dictate the applicability or efficacy of particular practices. We test propositions that universalistic adoption of 'best practices', contingent adoption of practices, and configurational adoption of bundles of practices are associated with program outcomes of recruitment ease, retention of volunteers, and the net benefits that volunteers bring to organizational operations. With all sets of tests garnering limited empirical support, we conclude that human resource practice in volunteer administration is loosely coupled with outcomes, but that some organizations do - and many more should - manage according to the singular context of their institutional and external environments.

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