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Authors:Megan Voorhees Abstract: Happiness, Well-Being, and Sustainability: A Course in Systems Change Laura Musikanski, Rhonda Phillips, James Bradbury, John de Graaf, and Clinton L. Bliss, Routledge (2021) Reviewed by Megan Voorhees, Institute on the Environment, University of Minnesota-Twin Cities PubDate: 2022-04-08 DOI: 10.18666/JNEL-2021-11192 Issue No:Vol. 12, No. 2 (2022)
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Authors:Ruth Sessler Bernstein, Toni Aspin Abstract: How did the twin tragedies of COVID-19 and pervasive racial unrest in 2020 expose a profound need for codified diversity, equity, and inclusion (DEI) policies and practices to become an integral element of operating within organizations' PubDate: 2022-04-08 Issue No:Vol. 12, No. 2 (2022)
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Authors:Jeffrey Aulgur Abstract: The drastic impact of the COVID-19 pandemic on the arts and cultural sector cannot be underestimated. Over 90% of arts venues have ceased or transformed their operations, with many productions being delayed, postponed, rescheduled, or canceled because of travel restrictions and lockdowns. Facing hiring freezes, layoffs, and furloughs, cultural organizations have been forced to make difficult choices based on their unique situations and resources. As Farago (2021) noted: “The effects of this cultural depression will be excruciating, and not only for the symphony not written, the dance not choreographed, the sculpture not cast, the musical not staged. Beyond value in its own right, culture is also an industry sector accounting for more than 4.5 percent of this country’s gross domestic product, according to the U.S. Bureau of Economic Analysis.” The three cases in this issue highlight the governance challenges faced by arts organizations in California, Pennsylvania, and Illinois. Each case describes a governance issue, provides a theoretical background and framework, and offers instructional tools. PubDate: 2022-04-08 DOI: 10.18666/JNEL-2022-11256 Issue No:Vol. 12, No. 2 (2022)
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Authors:Sean King, Roland J. Kushner, David Mickenberg, Todd A. Watkins Abstract: The coronavirus pandemic that began in 2020 had a profound effect on the practice of governance and planning for nonprofit organizations of all kinds. In Pennsylvania’s Lehigh Valley region, arts and culture organizations faced the same operational and economic challenges that other areas confronted. PubDate: 2022-04-08 Issue No:Vol. 12, No. 2 (2022)
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Authors:Anna Bernadska, Svetlana Rogachevskaya Abstract: For the past two years, the COVID-19 pandemic has had a tremendous influence on every sector of the world economy. The drastic impact on the arts and cultural sector was not anticipated. PubDate: 2022-04-08 Issue No:Vol. 12, No. 2 (2022)
Please help us test our new pre-print finding feature by giving the pre-print link a rating. A 5 star rating indicates the linked pre-print has the exact same content as the published article.
Please help us test our new pre-print finding feature by giving the pre-print link a rating. A 5 star rating indicates the linked pre-print has the exact same content as the published article.
Authors:Lauren Azevedo Abstract: Community foundations have considerable potential for positive social change in the communities they serve yet are understudied in nonprofit management literature. This exploratory study considers board capital of community foundations and the impact this has on board effectiveness. Based on survey data from 71 community foundation board members and executive directors representing 13 community foundations, the study uses regression to test hypotheses. The study finds that board capital, measured by human capital, structural capital, and social capital, plays a factor in board effectiveness. Further, community foundation boards in the survey population are highly effective and have unique attributes that make them distinct from other types of boards. Findings have potential for significant insight on an important segment of nonprofit sector organizations.Subscribe to JNEL PubDate: 2021-02-16 DOI: 10.18666/JNEL-2021-10775 Issue No:Vol. 12, No. 2 (2021)
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