As part of the Journal of Management and Organization’s 30th birthday celebration it is important to reflect and consider what is valuable advice. This perspective article is coauthored by a number of academics and brings together their thoughts about value in management practice. An international array of management teachers and researchers provide their advice in the hope of inspiring future generations of management researchers.

This perspective article is to celebrate the 30th birthday of the Journal of Management & Organization. To remember its achievements and to reflect on its successes a number of management academics were quizzed about their thoughts. This helps to identify future growth areas of management interest and to project new developments. By doing so it enables a holistic view about the role of management in practice, policy and society.

A stakeholder structured engagement process at the Sustainable Water Infrastructure Management (SWIM) conference and workshop was held in December 2024. The participants identified critical current and future issues facing the water sector that are synthesized in this paper. In particular, they highlighted issues of water systems’ vulnerability and lack of resilience to hazards and stressors; inequities associated with water scarcity; and water quality problems – all affected by natural or man-made influences. The Smart One Water (S1W) vision was the baseline for the SWIM 2024 conference. This paper expands the S1W vision with a synthesis of the conference discussions about S1W-related fundamental concepts, practices and implementation barriers. It includes initial recommendations – based on a digital, data-focused, stakeholder-driven approach – with expert representatives of the public and private water supply sectors, academia, government and policymakers tasked to generate real-world adaptable ideas and practical solutions. Specifically, S1W envisions a future where water management and governance silos are eliminated to provide the necessary collaboration to enable efficient, resilient, affordable and equitable water access capable of adapting to a changing environment. This would be a future where communities govern collaboratively through integrated decision-making on policy, management and funding of natural and engineered water systems at the river basin scale.

This paper juxtaposes the expectations of event managers and sports event volunteers in a case study organisation. These are understood within the theoretical framework of the psychological contract. Results show the distinctive contribution volunteers can make to events but also the distinctive challenges they present to event managers. For event managers, volunteers bring: enthusiasm, a good relationship and empathy with the public, and they provide a cheaper labour force. But a major concern is ensuring their reliability. For volunteers, important expectations include: flexibility of engagement, the quality of personal relationships, recognition for their contribution, and a clear communication of what they are expected to do. The juxtaposition of event manager and volunteer perspectives illustrates the need for a different approach to managing volunteers in comparison to paid employees. This reflects both volunteers’ expectations and the recognition that they have greater autonomy; not being tied to a contract by financial rewards or a related career progression. More generally the results illustrate the use of the theoretical framework provided by the psychological contract but that in using this it is valuable to compare the perspectives of managers and volunteers, using a qualitative approach to understand this social relationship.

Microfinance institutions (MFIs) operate in increasingly commercialized environments. To be successful in competitive markets, good management is crucial. Drawing from research on organizational success as a theoretical background, the authors systemize which management-relevant success factors for MFIs have been analyzed previously in the microfinance literature, then highlight promising research avenues for assessing MFIs from a management perspective. This approach lays the groundwork for reliable success factor research in microfinance settings.

The purpose of this paper is to present and develop a firmer grasp of the underlying dimensions of organizational capacity in nonprofit human service organizations. The paper draws on the resource-based view of the organization (Barney et al. in Journal of Management 37:1299, 2011; Wernerfelt in Strategic Management Journal 5:171, 1984), which recognizes that organizational attributes and capabilities facilitate performance. Interviews were conducted with 66 executives in moderate sized, human service organizations to discuss factors that influence performance. Findings suggest that human, financial, and social capital all contribute to organizational performance. Executives emphasized the quality of people associated with the organization including the role of the board of directors in supporting performance. Many respondents also believed that maintaining healthy and dynamic external relationships was critical to success.

During crises such as the present coronavirus disease-19 (COVID-19) pandemic, nonprofits play a key role in ensuring support to improve the most vulnerable individuals’ health, social, and economic conditions. One year into the COVID-19 pandemic, an extensive automated literature analysis was conducted of 154 academic articles on nonprofit management during the pandemic—all of which were published in 2020. This study sought to identify and systematize academics’ contributions to knowledge about the crisis’s impact on the nonprofit sector and to ascertain the most urgent directions for future research. The results provide policymakers, nonprofit practitioners, and scholars an overview of the themes addressed and highlight the important assistance academic researchers provide to nonprofits dealing with the COVID-19 pandemic.

While scholars of management have extensively discussed paradoxes, scholars of volunteer management have given them little systematic attention. This special issue brings together the field of paradox studies with the research field of volunteer management. While many studies highlight paradoxes between different “missions” and mandates within volunteer-involving organizations, this introduction suggests using a “dramaturgical” approach that highlights the interplay between different actors, audiences, instruments for communication and action, and the broader moral, institutional frameworks in which the organizations operate. We review the field of paradox studies in management, then connect it to volunteer management, and then suggest ways that the dramaturgical approaches might help systematize some of the paradoxes that scholars have found in organizations that use volunteers. Next, the introduction summarizes this issue’s articles. Finally, we suggest that paradoxes take a more prominent role in studies of volunteer management.

Capacity has become a prominent theme in the literature on nongovernmental organizations (NGOs) in the last few decades, due in part to the increasingly global role these organizations play in development. We analyze data obtained from a national sample of local and international NGOs operating in Cambodia, documenting capacity differences between these two groups as well as highlighting overall levels of capacity in the sector. The analysis covers a number of different organizational dimensions that have been associated with capacity, including structural characteristics and concrete management practices. Results suggest that international NGOs generally have greater capacity, but overall levels of capacity are relatively low for a variety of measures. We conclude with an exploratory cluster analysis that identifies four distinctive groups of NGOs based on capacity, providing additional insights into diversity within the sector. These findings will be useful for comparative NGO research and for capacity-building programs, in addition to helping establish an agenda for future research to monitor progress.

Comparative research on nonprofit organizations (NPOs) has been a prominent approach for advancing our understanding of these organizations. This article identifies the primary drivers that shape the NPO comparative research agenda and explores new research trends. Based on a systematic literature review, nine definitional aspects and ten impulses are identified as drivers of NPO research. This article conducts a correspondence analysis to study the relationships between the definitional aspects and impulses that are discussed in 111 articles that were published in philanthropic and third-sector journals in the period January 2001–January 2015. Based on our results, we suggest three new clusters for future comparative research: investment and growth, participation and social impact, and social cohesion and civil society.

The idea of community-based organisations (CBOs) owning or managing physical assets, such as land or buildings, has a long history in many countries. This paper examines policy and practice in the UK where there has been significant interest in this field. A variety of benefits have been attributed to the role of assets including motivating community engagement, providing a vehicle for outsourcing public services, or creating financially sustainable organisations. The empirical research reveals there is a heterogeneous set of CBOs holding assets, but the majority of them are small with few paid staff. The analysis proposes a spectrum of CBO types in the field. It concludes that policy makers will need to recognise that these types are informed by contrasting traditions, ideas and operating logics that affect their different practices and resource dependencies.

Volunteers are a critical operational resource for not-for-profit organisations in the health and welfare sector. However, trends towards episodic volunteering may be a source of disruption. This study examined contemporary management beliefs and practices about episodic volunteers in the sector. A cross-sectional online survey with 186 managers and coordinators of episodic volunteers across North America and the Asia Pacific examined organisational values and beliefs about volunteers; perceived benefits and challenges of working with episodic volunteers; volunteering management. Episodic volunteers were highly beneficial to organisational profile, mission, service profile, and cost savings. Challenges include matching recruitment to workplace and skill needs; lack of paid staff to supervise and train volunteers and inadequate administrative support. There is a disjunct between the perceived value provided to the not-for-profit sector by episodic volunteers and the extent to which episodic volunteering is supported through organisational training and management practices.

Arrangements to certify that an organization’s management systems meet standards of good practice are an increasingly prominent feature in the environment of public and private nonprofits. This paper reports an exploratory study of the issues that this phenomenon presents to managers and policy makers, drawing on the limited literature, and five case studies covering two different schemes. The main conclusions are that nonprofits can and do use these awards in very different ways, and hence the outcomes are diverse. These findings run counter both to the rational system assumptions on which such arrangements are based, and to the general thrust of institutional theory with its emphasis on isomorphism. Some implications for decision makers and future research are outlined.

As they deliver services, organizations have to deal with conflicts over competing and sometimes irreconcilable values, especially at a time when they are facing competitive pressure and diminishing resources. The civicness of organizations expresses itself in how they enable positive interaction over such conflicts between their members. This paper focuses specifically on the relationship between professionals and their managers. By infusing social behaviour with civil values, organizations can contribute to a wider culture of citizenship.

Research on the determinants of foreign aid tends to focus on the relationship between donor country priorities and recipient state characteristics, but donors also make decisions about which organizations and programs within countries will receive assistance. Although NGOs increasingly have been recipients of foreign aid, few data are available to investigate which organizations within a given country receive that funding. Donors may prioritize structural characteristics of NGOs or their local ties—or they may seek a combination that blends concern about efficiency and accountability with an interest in developing national civil society. We use original data from Cambodia to explore whether aid is likely to go to managerial organizations (professionalized NGOs and NGOs that utilize modern management tools) or to organizations that are embedded in the domestic context. We argue that managerialism provides legitimacy for NGOs by signaling capacity and accountability to donors, increasing the likelihood of government funding. We argue that local embeddedness also confers legitimacy by aligning community ties and networks to rights-based development, increasing the likelihood of government funding. We find general support for the managerialism argument, but donor agencies do not prioritize direct funding for “indigenous” NGOs—not even among those with high levels of managerialism.

Managerialism is today a frequently applied concept in studies of how ideas and practices related to corporate management are diffused in society. Some assert that managerialism even is what mostly affects the development of contemporary civil society organizations. It is, however, far from clear how the concept of managerialism is used and defined across interest fields. The main conclusion in the present review, involving 105 peer-reviewed articles in civil society studies published between 1990 and 2014, is that the concept of managerialism is so broadly defined that it runs the risk of losing its analytical powers. To avoid this, the paper argues for a more precise conceptual use and suggests that the concept of managerialism should be applied to denote an ideology, the concept of management to capture managerial practices, and the concept of managerialization to describe an organizational change process.