Non-profit crisis leadership during the COVID-19 pandemic in India and the United States

References

• Abrol, D., and A. Gupta. 2014. “Understanding the Diffusion Modes of Grassroots Innovations in India: A Study of Honey Bee Network Supported Innovators.” African Journal of Science, Technology, Innovation and Development 6 (6): 541–552. doi:10.1080/20421338.2014.976974.
   Google Scholar
• Antonacopoulou, E. P., and Z. Sheaffer. 2014. ““Learning in Crisis: Rethinking the Relationship Between Organizational Learning and Crisis Management.” Journal of Management Inquiry 23 (1): 5–21. doi:10.1177/1056492612472730.
   Web of Science ®Google Scholar
• Azevedo, L., A. Bell, and P. Medina. 2021. “Community Foundations Provide Collaborative Responses and Local Leadership in Midst of COVID ‐19.” Nonprofit Management & Leadership 32 (3): 475–485. doi:10.1002/nml.21490.
   PubMed Web of Science ®Google Scholar
• Bhaduri, R. 2019. “Leveraging Culture and Leadership in Crisis Management.” European Journal of Training and Development 43 (5–6): 554–569. doi:10.1108/EJTD-10-2018-0109.
   Web of Science ®Google Scholar
• Bish, A., and K. Becker. 2015. “Exploring Expectations of Nonprofit Management Capabilities.” Nonprofit and Voluntary Sector Quarterly 45 (3): 437–457. doi:10.1177/0899764015583313.
   Web of Science ®Google Scholar
• Boin, A. 2018. “The Transboundary Crisis: Why We are Unprepared and the Road Ahead.” Journal of Contingencies and Crisis Management 27 (1): 94–99. doi:10.1111/1468-5973.12241.
   Web of Science ®Google Scholar
• Boin, A., P. Hart, E. Stern, and B. Sundelius. 2005. The Politics of Crisis Management: Public Leadership Under Pressure. New York: Cambridge University Press.
   Google Scholar
• Bouckaert, G., D. Galli, S. Kuhlmann, R. Reiter, and S. Van Hecke. 2020. “European Coronationalism? A Hot Spot Governing a Pandemic Crisis.” Public Administration Review 80 (5): 765–773. doi:10.1111/puar.13242.
   PubMed Web of Science ®Google Scholar
• Brinks, V., and O. Ibert. 2020. “From Corona Virus to Corona Crisis: The Value of an Analytical and Geographical Understanding of Crisis.” Tijdschrift Voor Economische En Sociale Geografie 111 (3): 275–287. doi:10.1111/tesg.12428.
   PubMed Web of Science ®Google Scholar
• Brower, R., F. Magno, and A. Afaq. 2012. “The Paradox of Charismatic Leaders and Third Sector Capacity Building: Evidence from Three Countries.” Paper presented at the Association for Research on Non-profit Organizations and Voluntary Associations (ARNOVA), Indianapolis, November 15–17.
   Google Scholar
• Caligiuri, P., H. De Cieri, D. Minbaeva, A. Verbeke, and A. Zimmermann. 2020. “International HRM Insights for Navigating the COVID-19 Pandemic: Implications for Future Research and Practice.” Journal of International Business Studies 51 (5): 697–713. doi:https://doi.org/10.1057/s41267-020-00335-9.
   PubMed Web of Science ®Google Scholar
• Caligiuri, P., and I. Tarique. 2016. “Cultural Agility and International Assignees’ Effectiveness in Cross-Cultural Interactions.” International Journal of Training and Development 20 (4): 280–289. doi:10.1111/ijtd.12085.
   Web of Science ®Google Scholar
• Centers for Disease Control. 2020. “COVID-19 in Racial and Ethnic Minority Groups.” CDC, Accessed June 25, 2022.
   Google Scholar
• Chen, J. K. C., and T. Sriphon. 2021. “Perspective on COVID-19 Pandemic Factors Impacting Organizational Leadership.” Sustainability 13 (6): 3230. doi:10.3390/su13063230.
   Web of Science ®Google Scholar
• Cooke, F. C., A. Veen, and G. Wood. 2017. “What Do We Know About Cross-Country Comparative Studies in HRM? A Critical Review of Literature in the Period of 2000–2014.” The International Journal of Human Resource Management 28 (1): 196–233. doi:10.1080/09585192.2016.1245671.
   Web of Science ®Google Scholar
• Coule, T. M., J. Dodge, and A. M. Eikenberry. 2020. “Toward a Typology of Critical Nonprofit Studies: A Literature Review.” Nonprofit and Voluntary Sector Quarterly 51 (3): 478–506. doi:10.1177/0899764020919807.
   Web of Science ®Google Scholar
• Creswell, J. W. 1998. Qualitative Inquiry and Research Design: Choosing Among Five Traditions. Thousand Oaks, CA: Sage.
   Google Scholar
• Dirani, K. M., M. Abadi, A. Alizadeh, B. Barhate, R. Garza, N. Gunasekara, G. Ibrahim, and Z. Majzun. 2020. “Leadership Competencies and the Essential Role of Human Resource Development in Times of Crisis: A Response to COVID-19 Pandemic.” Human Resource Development International 23 (4): 380–394. doi:10.1080/13678868.2020.1780078.
   Web of Science ®Google Scholar
• Duchek, S. 2019. “Organizational Resilience: A Capability-Based Conceptualization.” Business Research 13 (1): 215–246. doi:10.1007/s40685-019-0085-7.
   Google Scholar
• Eisenhardt, K. M. 1989. “Building Theories from Case Study Research.” Academy of Management Review 14 (4): 532–550. doi:10.2307/258557.
   Web of Science ®Google Scholar
• Eisenhardt, K. M., and M. E. Graebner. 2007. “Theory Building from Cases: Opportunities and Challenges.” Academy of Management Journal 50 (1): 25–32. doi:10.5465/amj.2007.24160888.
   Web of Science ®Google Scholar
• Eisner, R. K. 2010. “Building Disaster Resilient Organizations in the Non-Government (NGO) Sector.” Journal of Disaster Research 5 (5): 503–508. doi:10.20965/jdr.2010.p0503.
   Google Scholar
• Eraut, M. 2006. “Schon Shock: A Case for Refraining Reflection-In-Action.” Teachers and Teaching: Theory and Practice 1 (1): 9–22. doi:10.1080/1354060950010102.
   Google Scholar
• Garilao, E. D. 1987. “Indigenous NGOs as Strategic Institutions: Managing the Relationship with Government and Resource Agencies.” World Development 15 (Supplement 1): 113–120. doi:10.1016/0305-750X(87)90149-5.
   Google Scholar
• Giliberto, C., M. Howlett, S. L. J. Darryl, M. Ramesh, and N. Goyal. 2020. “Mobilizing Policy (In)capacity to Fight COVID-19: Understanding Variations in State Responses.” Policy and Society 39 (3): 285–308. doi:10.1080/14494035.2020.1787628.
   PubMedGoogle Scholar
• Gilstrap, C. A., C. M. Gilstrap, K. Nigel Holderby, and K. Maria Valera. 2015. “Sensegiving, Leadership, and Nonprofit Crises: How Nonprofit Leaders Make and Give Sense to Organizational Crisis.” Voluntas: International Journal of Voluntary and Nonprofit Organizations 27 (6): 2787–2806. doi:10.1007/s11266-015-9648-1.
   Web of Science ®Google Scholar
• Glaser, B., and A. Strauss. 1967. The Discovery of Grounded Theory: Strategies for Qualitative Research. Chicago: Aldine.
   Google Scholar
• Gopalan, H. S., and A. Misra. 2020. “COVID-19 Pandemic and Challenges for Socio-Economic Issues, Healthcare and National Health Programs in India.” Diabetes & Metabolic Syndrome: Clinical Research & Reviews 4: 757–759. doi:10.1016/j.dsx.2020.05.041.
   Google Scholar
• Hailey, J., and R. James. 2004. “Trees Die from the Top: International Perspectives on NGO Leadership Development.” VOLUNTAS: International Journal of Voluntary and Non- Profit Organizations 15 (4): 343–353. doi:10.1007/s11266-004-1236-8.
   Google Scholar
• Hamdan, M. K., S. A. El Talla, M. J. Al Shobaki, and A. S. Samy. 2020. “The Reality of Applying Strategic Agility in Palestinian NGOs.” International Journal of Academic Multidisciplinary Research (IJAMR) 4 (4): 76–103. https://philpapers.org/archive/HAMTRO-34.pdf.
   Google Scholar
• Hannah, S. T., M. Uhl-Bien, B. Avolio, and F. L. Cavarretta. 2009. “A Framework for Examining Leadership in Extreme Contexts.” The Leadership Quarterly 20 (6): 897–919. doi:10.1016/j.leaqua.2009.09.006.
   Web of Science ®Google Scholar
• Hoffecker, E. 2018. “Local Innovation: What It is and Why It Matters for Developing Economies.” Working Paper 01. Cambridge, MA: MIT D-Lab Innovation Group. http://d-lab.mit.edu/resources/publications/local-innovation-what-it-and-why-it-matters-developing-economies-ndir.
   Google Scholar
• Hsieh, H. F., and S. E. Shannon. 2005. “Three Approaches to Qualitative Content Analysis.” Qualitative Health Research 15 (9): 1277–1288. doi:10.1177/1049732305276687.
   PubMed Web of Science ®Google Scholar
• Hui, L. 2018. “Leadership Succession and the Performance of Nonprofit Organizations: A Fuzzy‐set Qualitative Comparative Analysis.” Nonprofit Management & Leadership 29 (3): 341–361. doi:10.1002/nml.21339.
   Web of Science ®Google Scholar
• Hupe, P. 2013. “Dimensions of Discretion: Specifying the Object of Street-Level Bureaucracy Research.” Der Moderne Staat – Zeitschrift Für Public Policy, Recht Und Management 6 (2): 425–440. doi:10.3224/dms.v6i2.10.
   Google Scholar
• Hutchins, H. M., and J. Wang. 2008. “Organizational Crisis Management and Human Resource Development: A Review of Literature and Implications to HRD Research and Practice.” Advances in Developing Human Resources 10 (3): 310–330. doi:10.1177/1523422308316183.
   Google Scholar
• Ismail, D., T. A. Majid, R. Roosli, and N. A. Samah. 2014. “Project Management Success for Post-Disaster Reconstruction Projects: International NGOs Perspectives.” Procedia Economics & Finance 18 (1): 120–127. doi:10.1016/S2212-5671(14)00921-6.
   Google Scholar
• Jones, J. A., and R. Donmoyer. 2020. “Improving the Trustworthiness/Validity of Interview Data in Qualitative Nonprofit Sector Research: The Formative Influences Timeline.” Nonprofit and Voluntary Sector Quarterly 50 (4): 889–904. doi:10.1177/0899764020977657.
   Web of Science ®Google Scholar
• Jordan, T. A., P. Upright, and K. Tice-Owens. 2016, 2. “Crisis Management in Nonprofit Organizations: A Case Study of Crisis Communication and Planning.” Journal of Nonprofit Education and Leadership 6 (2). 10.18666/JNEL-2016-V6-I2-6996.
   Google Scholar
• Joshi, A., and A. Misa. 2013. “The Role of Social Capital and Public Policy in Disaster Recovery: A Case Study of Tamil Nadu State, India.” International Journal Disaster Risk Reduction 7: 100–108. doi:10.1016/j.ijdrr.2013.09.004.
   Web of Science ®Google Scholar
• Kahn, S. 2018. “‘Our NGO Family Has Suffered a Tragedy, and We Will survive.’ Evaluating a Crisis Response Intervention with Expatriate Aid Workers in Afghanistan.” Intervention 16 (1): 38–45. doi:10.1097/WTF.0000000000000154.
   Google Scholar
• Kapucu, N. 2008. “Collaborative Emergency Management: Better Community Organising, Better Public Preparedness and Response.” Disasters 32 (2): 239–262. doi:10.1111/j.1467-7717.2008.01037.x.
   PubMed Web of Science ®Google Scholar
• Kapucu, N., and Y. Ustun. 2018. “Collaborative Crisis Management and Leadership in the Public Sector.” International Journal of Public Administration 41 (7): 548–561. doi:10.1080/01900692.2017.1280819.
   Web of Science ®Google Scholar
• Kilby, P. 2008. “The Strength of Networks: The Local NGO Response to the Tsunami in India.” Disasters 32 (1): 120–130. doi:10.1111/j.1467-7717.2007.01030.x.
   PubMed Web of Science ®Google Scholar
• Lincoln, Y., and E. Guba. 1985. Naturalistic Inquiry. New York: SAGE.
   Google Scholar
• Malcolm, M.J., J. Onyx, B. Dalton, and K. Penetito. 2015. “Nonprofit Management Education Down Under: Challenges and Opportunities.” Journal of Nonprofit Education and Leadership 5 (4). doi:10.18666/JNEL-2015-V5-I4-7028.
   Google Scholar
• Mazzucato, M., and R. Kattel. 2020. “COVID-19 and Public Sector Capacity.” Oxford Review of Economic Policy 36 (Supplement 1): S256–259. doi:10.1093/oxrep/graa031.
   Web of Science ®Google Scholar
• McMullin, C., and P. Raggo. 2020. “Leadership and Governance in Times of Crisis: A Balancing Act for Nonprofit Boards.” Nonprofit and Voluntary Sector Quarterly 49 (6): 1182–1190. doi:10.1177/0899764020964582.
   PubMed Web of Science ®Google Scholar
• Miller, E. W. 2019. “Nonprofit Strategic Management Revisited.” Canadian Journal of Nonprofit and Social Economy Research 9 (2). doi:10.22230/cjnser.2018v9n2a270.
   Web of Science ®Google Scholar
• Miller-Millesen, J. L. 2003. “Understanding the Behavior of Nonprofit Boards of Directors: A Theory-Based Approach.” Nonprofit and Voluntary Sector Quarterly 32 (4): 521–547. doi:10.1177/0899764003257463.
   Web of Science ®Google Scholar
• Mumford, M., T. Friedrich, J. Caughron, and C. Byrne. 2007. “Leader Cognition in Real-World Settings: How Do Leaders Think About Crises?” The Leadership Quarterly 18 (6): 515–543. doi:10.1016/j.leaqua.2007.09.002.
   Web of Science ®Google Scholar
• Muñoz, C. A., A. María Dávila, S. Mosey, and M. Radrigán. 2021. “Exploring Participatory Management in Social Enterprise Practice: Evidence from Chile.” Voluntas: International Journal of Voluntary and Nonprofit Organizations 32 (5): 1096–1112. doi:10.1007/s11266-021-00367-1.
   Web of Science ®Google Scholar
• Nohrstedt, D., F. Bynander, C. Parker, and P. Hart. 2018. “Managing Crises Collaboratively: Prospects and Problems—A Systematic Literature Review.” Perspectives on Public Management and Governance 1 (4): 257–271. doi:10.1093/ppmgov/gvx018.
   Google Scholar
• Nolte, I. M., and E. C. Martin. 2021. “Learning and Crisis Coordination: Experiences from the Balkan Refugee Route.” Nonprofit Management & Leadership 31 (4): 783–804. doi:10.1002/nml.21457.
   Web of Science ®Google Scholar
• Nyenswah, T., C. Y. Engineer, and D. H. Peters. 2016. “Leadership in Times of Crisis: The Example of Ebola Virus Disease in Liberia.” Health Systems and Reform 2 (3): 194–207. doi:10.1080/23288604.2016.1222793.
   PubMed Web of Science ®Google Scholar
• O’Neill, M. 2001. “Research on Giving and Volunteering: Methodological Considerations.” Nonprofit and Voluntary Sector Quarterly 30 (3): 505–514. doi:10.1177/0899764001303008.
   Web of Science ®Google Scholar
• Raju, E., and P. Becker. 2013. “Multi-Organisational Coordination for Disaster Recovery: The Story of Post-Tsunami Tamil Nadu, India.” International Journal of Disaster Risk Reduction 4: 82–91. doi:10.1016/j.ijdrr.2013.02.004.
   Web of Science ®Google Scholar
• Rodriguez, H., T. Wachtendorf, J. Kendra, J. Trainor, and R. Shaw. 2006. “A Snapshot of the 2004 Indian Ocean Tsunami: Societal Impacts and Consequences.” Disaster Prevention and Management: An International Journal 15 (1): 163–177. doi:10.1108/09653560610654310.
   Google Scholar
• Rowold, J., and A. Rohmann. 2008. “Relationships Between Leadership Styles and Followers’ Emotional Experience and Effectiveness in the Voluntary Sector.” Nonprofit and Voluntary Sector Quarterly 38 (2): 270–286. doi:10.1177/0899764008317304.
   Web of Science ®Google Scholar
• Shah, S. A., E. Garland, and C. Katz. 2007. “Secondary Traumatic Stress: Prevalence in Humanitarian Aid Workers in India.” Traumatology 13 (1): 59–70. doi:10.1177/1534765607299910.
   Google Scholar
• Stake, R. E. 2006. Multiple Case Study Analysis. New York: The Guilford Press.
   Google Scholar
• Stern, E. 2013. “Preparing: The Sixth Task of Crisis Leadership.” Journal of Leadership Studies 7 (3): 51–57. doi:10.1002/jls.21298.
   Google Scholar
• Stoker, J. I., H. Garretsen, and D. Soudis. 2019. “Tightening the Leash After a Threat: A Multi-Level Event Study on Leadership Behavior Following the Financial Crisis.” The Leadership Quarterly 30 (2): 199–214. doi:10.1016/j.leaqua.2018.08.004.
   Web of Science ®Google Scholar
• T Hart, P., and B. Sundelius. 2013. “Crisis Management Revisited: A New Agenda for Research, Training and Capacity Building Within Europe.” Cooperation and Conflict 48 (3): 444–461. doi:10.1177/0010836713485711.
   Web of Science ®Google Scholar
• T Hart, P., and L. Tummers. 2019. Understanding Public Leadership. 2nd ed. London: Red Globe Press.
   Google Scholar
• United Nations. 2020. “Everyone Included: Social Impact of COVID-19.” https://www.un.org/development/desa/dspd/everyone-included-covid-19.html.
   Google Scholar
• Vasavada, T. 2013. “Managing Disaster Networks in India.” Public Management Review 15 (3): 363–382. doi:10.1080/14719037.2013.769854.
   Web of Science ®Google Scholar
• Weber, R. P. 1990. Basic Content Analysis. 2nd ed. Thousand Oaks, CA: SAGE.
   Google Scholar
• Weible, C. M., D. Nohrstedt, P. Cairney, D. P. Carter, D. A. Crow, A. P. Durnová, T. Heikkila, K. Ingold, A. McConnell, and D. Stone. 2020. “COVID-19 and the Policy Sciences: Initial Reactions and Perspectives.” Policy Sciences 53 (2): 225–241. doi:10.1007/s11077-020-09381-4.
   Web of Science ®Google Scholar
• Weick, K. E. 1988. “Enacted Sensemaking in Crisis Situations [1].” Journal of Management Studies 25 (4): 305–317. doi:10.1111/j.1467-6486.1988.tb00039.x.
   Web of Science ®Google Scholar
• Wiepking, P., F. Handy, S. Park, M. Neumayr, R. Bekkers, B. Breeze, A. de Wit, et al. 2021. “Global Philanthropy: Does Institutional Context Matter for Charitable Giving?” Nonprofit and Voluntary Sector Quarterly 50 (4): 697–728. doi:10.1177/0899764021989444.
   Web of Science ®Google Scholar
• Willems, J. 2016. “Organizational Crisis Resistance: Examining Leadership Mental Models of Necessary Practices to Resist Crises and the Role of Organizational Context.” International Society for Third-Sector Research 27 (6): 2807–2832. doi:10.1007/s11266-016-9753-9.
   Google Scholar
• Wooten, L. P., and E. H. James. 2008. “Linking Crisis Management and Leadership Competencies: The Role of Human Resource Development.” Advances in Developing Human Resources 10 (3): 352–379. doi:10.1177/1523422308316450.
   Google Scholar