Taking a closer look: The influence of type of nonprofit organization on management capabilities

An increased emphasis on improved governance and accountability and the need to develop organizational agility, in addition to balancing competing stakeholder demands has intensified the focus on management capabilities in the nonprofit sector. However, the examination of critical management capabilities and how they vary by nonprofit organization type has been limited. This study compared the management capabilities required in public-serving and member-serving nonprofit organizations. Findings suggest that the type of nonprofit influences the emphasis placed on particular management capabilities as a function of the inherent differences in organizational purpose and context. The public-serving nonprofit emphasized problem-solving and conflict management, reflecting the challenges of operating in an environment where teams are essential for service delivery. While the member-serving nonprofit valued planning, innovating and representing the organization in an environment where advocacy and shaping the political landscape is critical. Drawing from these findings, we highlight theoretical and practical implications of these contextual factors for human resource management practices within the nonprofit sector