000			01353nab a22001217a 4500
008			160615b2015 xxu||||| |||| 00| 0 eng d
100			_aHager, Mark A
245			_aIn search of strategy _cuniversalistic, contingent, and configurational adoption of
260			_c2015
300			_a235 - 254
520			_aThe 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.
773			_aNonprofit Management & Leadership _dSpring
999			_c43928 _d43928