International Journal of

ADVANCED AND APPLIED SCIENCES

EISSN: 2313-3724, Print ISSN: 2313-626X

Frequency: 12
line decor
  
line decor

 Volume 10, Issue 9 (September 2023), Pages: 57-67

----------------------------------------------

 Original Research Paper

Enhancing nonprofit organizational capacity: A comparative analysis of an executive master's program in nonprofit management in Saudi Arabia

 Author(s): 

 Mongi Ibrahim Zidi *, Turky Laili Al-Shallaqi

 Affiliation(s):

 Department of Social Sciences, College of Arts, University of Haʼil, Haʼil, Saudi Arabia

  Full Text - PDF          XML

 * Corresponding Author. 

  Corresponding author's ORCID profile: https://orcid.org/0000-0001-7274-6432

 Digital Object Identifier: 

 https://doi.org/10.21833/ijaas.2023.09.007

 Abstract:

Nonprofit organizations (NPOs), currently numbering 10 million globally, play a pivotal role in addressing societal needs and promoting inclusivity in development and decision-making. This study delves into the realm of capacity building within NPOs through an examination of an executive master's program in nonprofit management at the University of Ha'il, Saudi Arabia. It scrutinizes program components, demographics, and student motivations, contrasting this distinctive Saudi and Arab context with established global experiences. This research underscores the strengths of the nonprofit sector, particularly its contributions to community service and job satisfaction. It suggests the potential expansion of such educational initiatives and advocates for increased female participation. Employing a descriptive research design and qualitative methods, the study offers a comprehensive analysis of program content, faculty, and student experiences. Through targeted interviews and specialized literature reviews, the research critically evaluates the program's design, implementation, and impact, informing future enhancements. Comparative analysis with prior research underscores the significance of the Executive Master's Program in Nonprofit Management in preparing professionals for Saudi Arabia's nonprofit sector. Non-financial motivations emerge as crucial in talent acquisition and retention, with key success factors revealed through program analysis, informing nonprofit management education regionally. The study's findings have profound implications for NPOs, policymakers, and educational institutions in Saudi Arabia. Emphasis is placed on strategies focusing on non-financial incentives and professional development. Moreover, the study serves as a blueprint for designing similar programs in neighboring countries, cultivating a dynamic nonprofit sector and a skilled workforce for positive social transformation. Recommendations include expanding nonprofit management education, promoting women's participation, addressing local challenges, integrating global best practices, and catering to diverse professional needs through scholarships, mentorship, and networking opportunities, fostering inclusivity within the sector.

 © 2023 The Authors. Published by IASE.

 This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

 Keywords: Nonprofit organizations, Capacity building, Nonprofit management education, Non-financial incentives

 Article History: Received 19 March 2023, Received in revised form 8 July 2023, Accepted 31 July 2023

 Acknowledgment 

This research has been funded by Prince Saud bin Abdul Mohsen scientific Chair for Studies of Civil and Charitable Work in the Kingdom, at the University of Haʼil–Saudi Arabia through project number “SCR-22 016.”

 Compliance with ethical standards

 Conflict of interest: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

 Citation:

 Zidi MI and Al-Shallaqi TL (2023). Enhancing nonprofit organizational capacity: A comparative analysis of an executive master's program in nonprofit management in Saudi Arabia. International Journal of Advanced and Applied Sciences, 10(9): 57-67

 Permanent Link to this page

 Figures

 No Figures

 Tables

 Table 1 Table 2 Table 3 Table 4

----------------------------------------------   

 References (58)

  1. Alizadeh A, Barhate B, Choudhury T, and Dirani K (2021). Nonprofit organizations and volunteer leadership development: A narrative review with implications for human resource development. International Journal of HRD Practice Policy and Research, 5(2): 65-78.   [Google Scholar]
  2. Almaiman S and McLaughlin P (2016). Success factors to facilitate continuous improvement culture within Saudi non-profit organizations. In the 23rd EurOMA Conference, Trondheim, Norway.   [Google Scholar]
  3. Alonso P and Lewis GB (2001). Public service motivation and job performance: Evidence from the federal sector. The American Review of Public Administration, 31(4): 363-380. https://doi.org/10.1177/02750740122064992   [Google Scholar]
  4. Alsaif T, Alshammari H, and Alhamad IA (2022). Human resources practices in non-profit organizations: Evidence from the Kingdom of Saudi Arabia. Amazonia Investiga, 11(54): 18-29. https://doi.org/10.34069/AI/2022.54.06.2   [Google Scholar]
  5. Al-Shammari AA, Rasli A, Alnajem M, and Arshad AS (2014). An exploratory study on the relationship between organizational innovation and performance of non-profit organizations in Saudi Arabia. Procedia-Social and Behavioral Sciences, 129: 250-256. https://doi.org/10.1016/j.sbspro.2014.03.674   [Google Scholar]
  6. Andjarwati T, Susilo KE, and Audah AK (2019). Predictors of job satisfaction in non-profit organizations. Polish Journal of Management Studies, 20(1): 19-28. https://doi.org/10.17512/pjms.2019.20.1.02   [Google Scholar]
  7. Baluch AM and Ridder HG (2021). Mapping the research landscape of strategic human resource management in nonprofit organizations: A systematic review and avenues for future research. Nonprofit and Voluntary Sector Quarterly, 50(3): 598-625. https://doi.org/10.1177/0899764020939653   [Google Scholar]
  8. Barhem B and Alwehabie A (2013). The strategic planning practices in not-for profit organisations in the Kingdom of Saudi Arabia. International Journal of Social Entrepreneurship and Innovation 4, 2(5): 448-460. https://doi.org/10.1504/IJSEI.2013.059318   [Google Scholar]
  9. Bartosova V and Podhorska I (2021). The importance of non-profit organization in globalized world: International comparison of American and European continent. In the 20th International Scientific Conference Globalization and its Socio-Economic Consequences, EDP Sciences, Zilina, Slovak Republic, 92: 07008. https://doi.org/10.1051/shsconf/20219207008   [Google Scholar]
  10. Basinger N and Bartholomew K (2006). Service-learning in nonprofit organizations: Motivations, expectations, and outcomes. Michigan Journal of Community Service Learning, 12(2): 15-26.   [Google Scholar]
  11. Bastida R, Marimon F, and Carreras L (2018). Human resource management practices and employee job satisfaction in nonprofit organizations. Annals of Public and Cooperative Economics, 89(2): 323-338. https://doi.org/10.1111/apce.12181   [Google Scholar]
  12. Beghetto RA (2004). Toward a more complete picture of student learning: Assessing students’ motivational beliefs. Practical Assessment, Research, and Evaluation, 9: 15.   [Google Scholar]
  13. Bezboruah KC and Carpenter HL (2020). Management of nonprofit organizations: An overview. In: Bezboruah KC and Carpenter HL (Eds.), Teaching nonprofit management: 1-20. Edward Elgar Publishing, Cheltenham, UK. https://doi.org/10.4337/9781788118675.00008   [Google Scholar] PMid:31994974
  14. Bozeman B and Su X (2015). Public service motivation concepts and theory: A critique. Public Administration Review, 75(5): 700-710. https://doi.org/10.1111/puar.12248   [Google Scholar]
  15. Brunt C, Dolch NA, Freeman TM, Mirabella R, Weber PC, and Wooddell M (2020). Undergraduate nonprofit education: Between institutionalization and recruitment. Journal of Nonprofit Education and Leadership, 10(1): 2–24. https://doi.org/10.18666/JNEL-2020-V10-I1-10179​​​​​​​   [Google Scholar]
  16. Cooper EA, Phelps AD, and Rogers SE (2020). Research in nonprofit human resource management from 2015 to 2018. Employee Relations, 42(5): 1055-1100. https://doi.org/10.1108/ER-04-2019-0166   [Google Scholar]
  17. Despard MR (2017). Can nonprofit capacity be measured? Nonprofit and Voluntary Sector Quarterly, 46(3): 607-626. https://doi.org/10.1177/0899764016661425   [Google Scholar]
  18. Freund M (2017). Shared leadership: Research and implications for nonprofit leadership, capacity building, and education. The Journal of Nonprofit Education and Leadership, 7(1): 13-23. https://doi.org/10.18666/JNEL-2017-V7-I1-8022   [Google Scholar]
  19. GAS (2018). Non-profit sector establishments survey 2018. General Authority Statistics, Riyadh, Saudi Arabia.   [Google Scholar]
  20. Ivanovska HM (2022). Civil society elites’ challengers in the UK: A frontlash/backlash perspective. The British Journal of Politics and International Relations. https://doi.org/10.1177/13691481221139806   [Google Scholar]
  21. Jones GJ, Edwards M, Bocarro JN, Bunds KS, and Smith JW (2017). Collaborative advantages: The role of interorganizational partnerships for youth sport nonprofit organizations. Journal of Sport Management, 31(2): 148-160. https://doi.org/10.1123/jsm.2016-0118   [Google Scholar]
  22. Kassem HS, Aljuaid M, Alotaibi BA, and Ghozy R (2020). Mapping and analysis of sustainability-oriented partnerships in non-profit organizations: The case of Saudi Arabia. Sustainability, 12(17): 7178. https://doi.org/10.3390/su12177178   [Google Scholar]
  23. Kassem HS, Bagadeem S, Alotaibi BA, and Aljuaid M (2021). Are partnerships in nonprofit organizations being governed for sustainability? A partnering life cycle assessment. PlOS ONE, 16(3): e0249228. https://doi.org/10.1371/journal.pone.0249228   [Google Scholar] PMid:33780510 PMCid:PMC8007011
  24. Khan S (2020). Leadership, professionalisation and impact: Lessons from a national survey of non-profit leaders in the Kingdom of Saudi Arabia. Voluntary Sector Review, 11(1): 79-97. https://doi.org/10.1332/204080519X15756859658510   [Google Scholar]
  25. Kicová E (2020). Specifics of human resources in non-profit organizations in the process of globalization. In the 19th International Scientific Conference Globalization and its Socio-Economic Consequences 2019–Sustainability in the Global-Knowledge Economy, EDP Sciences, Rajecke Teplice, Slovakia, 74: 01011. https://doi.org/10.1051/shsconf/20207401011   [Google Scholar]
  26. Kim M and Peng S (2018). The dilemma for small human service nonprofits: Engaging in collaborations with limited human resource capacity. Nonprofit Management and Leadership, 29(1): 83-103. https://doi.org/10.1002/nml.21314   [Google Scholar]
  27. Kuenzi K, Stewart A, and Walk M (2020). Nonprofit graduate education: Who gets the degree and why? Journal of Public Affairs Education, 26(1): 11-30. https://doi.org/10.1080/15236803.2018.1482107   [Google Scholar]
  28. Laurett R and Ferreira JJ (2018). Strategy in nonprofit organisations: A systematic literature review and agenda for future research. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 29(5): 881-897. https://doi.org/10.1007/s11266-017-9933-2   [Google Scholar]
  29. Leete L (2006). Work in the nonprofit sector. In: Powell WW and Steinberg R (Eds.), The nonprofit sector: A research handbook: 159–179. 2nd Edition, Yale University Press, London, UK. https://doi.org/10.12987/9780300153439-010   [Google Scholar]
  30. Li H and Horta H (2022). Factors influencing Ph.D. students’ intentions to pursue careers in the government and nonprofit sectors: Evidence from a global survey. Higher Education Research and Development, 41(6): 1946-1961. https://doi.org/10.1080/07294360.2021.1948975   [Google Scholar]
  31. Matkarimova J and Yunusova N (2022). Non-government non-profit sector is an important power for the global economy. Journal of Pharmaceutical Negative Results, 13(Special Issue 07): 1842-1845.   [Google Scholar]
  32. Millesen JL and Carman JG (2019). Building capacity in nonprofit boards: Learning from board self-assessments. Journal of Public and Nonprofit Affairs, 5(1): 74-94. https://doi.org/10.20899/jpna.5.1.74-94   [Google Scholar]
  33. Mirabella R, Hvenmark J, and Larsson OS (2015). Civil society education: International perspectives. The Journal of Nonprofit Education and Leadership, 5(4): 213-218. https://doi.org/10.18666/JNEL-2015-V5-I4-7027   [Google Scholar]
  34. Mirabella RM (2007). University-based educational programs in nonprofit management and philanthropic studies: A 10-year review and projections of future trends. Nonprofit and Voluntary Sector Quarterly, 36(4_suppl): 11S-27S. https://doi.org/10.1177/0899764007305051   [Google Scholar]
  35. NACC (2015). Graduate curricular guidelines in nonprofit leadership, the nonprofit sector and philanthropy. 3rd Edition, The Nonprofit Academic Centers Council, Texas, USA.   [Google Scholar]
  36. NCNPS (2021). Non-profit organizations governance report (Tamkeen) for the year 2021. National Center for Non-Profit Sector, Riyadh, Saudi Arabia.   [Google Scholar]
  37. Ott JS and Dicke L (2021). The nature of the nonprofit sector. Routledge, London, UK. https://doi.org/10.4324/9780367696559   [Google Scholar]
  38. Perry JL (2000). Bringing society in: Toward a theory of public-service motivation. Journal of Public Administration Research and Theory, 10(2): 471-488. https://doi.org/10.1093/oxfordjournals.jpart.a024277   [Google Scholar]
  39. Potluka O, Spacek M, and Von Schnurbein G (2017). Impact of the EU structural funds on financial capacities of non-profit organizations. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 28: 2200-2223. https://doi.org/10.1007/s11266-017-9845-1   [Google Scholar]
  40. Rexhaj B (2011). Motivation to work in for-profit and not-for-profit organizations. Linnaeus University, Växjö, Sweden.   [Google Scholar]
  41. Ronquillo JC, Popa A, and Willems J (2021). Toward an understanding of the role of human resources in cultivating a climate for innovation in nonprofit and public organizations. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 32(5): 1126-1138. https://doi.org/10.1007/s11266-021-00325-x   [Google Scholar]
  42. Rosnerova Z and Hraskova D (2020). Human resources management in the environment of non-profit organizations. In the 5th International Conference on Economic and Business Management, Atlantis Press, Sanya, China. https://doi.org/10.2991/aebmr.k.201211.126   [Google Scholar]
  43. Rurkkhum S and Bartlett KR (2018). Organizational citizenship behaviour for collectivist cultures: Instrument development and human resource development implications. Human Resource Development International, 21(2): 107-124. https://doi.org/10.1080/13678868.2017.1400820   [Google Scholar]
  44. Salamon LM and Anheier HK (1998). Social origins of civil society: Explaining the nonprofit sector cross-nationally. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 9(3): 213-248. https://doi.org/10.1023/A:1022058200985   [Google Scholar]
  45. Salamon LM, Anheier H, List R, Toepler S, and Sokolowski SW (1999). Global civil society: Dimensions of the nonprofit sector. The Johns Hopkins Center for Civil Society Studies, Baltimore, USA.   [Google Scholar]
  46. Salih O and Dolah R (2023). Implementing business excellence models in Saudi nonprofit organizations and the impact of human resources availability. Measuring Business Excellence, 27(2): 261-276. https://doi.org/10.1108/MBE-01-2022-0008   [Google Scholar]
  47. Schepers C, De Gieter S, Pepermans R, Du Bois C, Caers R, and Jegers M (2005). How are employees of the nonprofit sector motivated? A research need. Nonprofit Management and Leadership, 16(2): 191-208. https://doi.org/10.1002/nml.100   [Google Scholar]
  48. Shier ML and Handy F (2014). Research trends in nonprofit graduate studies: A growing interdisciplinary field. Nonprofit and Voluntary Sector Quarterly, 43(5): 812-831. https://doi.org/10.1177/0899764014548279   [Google Scholar]
  49. Shumate M, Cooper KR, Pilny A, and Pena‐y‐lillo M (2017). The nonprofit capacities instrument. Nonprofit Management and Leadership, 28(2): 155-174. https://doi.org/10.1002/nml.21276   [Google Scholar]
  50. Slatten LA, Bendickson JS, Diamond M, and McDowell WC (2021). Staffing of small nonprofit organizations: A model for retaining employees. Journal of Innovation and Knowledge, 6(1): 50-57. https://doi.org/10.1016/j.jik.2020.10.003   [Google Scholar]
  51. Toepler S and Anheier HK (2020). Nonprofit management: Introduction and overview. In: Anheier H and Toepler S (Eds.), The routledge companion to nonprofit management: 1-8. 1st Edition, Routledge, London, UK. https://doi.org/10.4324/9781315181011-1   [Google Scholar] PMid:32463994
  52. UN (2003). Handbook on non-profit institutions in the system of national accounts. Department of Economic and Social Affairs Statistics Division, United Nations Publication, New York, USA.   [Google Scholar] 
  53. Vandenabeele W, Brewer GA, and Ritz A (2014). Past, present, and future of public service motivation research. Public Administration, 92(4): 779-789. https://doi.org/10.1111/padm.12136   [Google Scholar]
  54. Ward KD and Miller-Stevens K (2021). Public service motivation among nonprofit board members and the influence of primary sector of employment. Nonprofit and Voluntary Sector Quarterly, 50(2): 312-334. https://doi.org/10.1177/0899764020952161   [Google Scholar]
  55. Weber P and Brunt C (2022). Building nonprofit management education in the US: The role of centers in supporting new academic disciplines. Journal of Public and Nonprofit Affairs, 8(1): 96-121. https://doi.org/10.20899/jpna.8.1.96-121   [Google Scholar]
  56. Weber PC and Brunt C (2020). Continuing to build knowledge: Undergraduate nonprofit programs in institutions of higher learning. Journal of Public Affairs Education, 26(3): 336-357. https://doi.org/10.1080/15236803.2019.1607804   [Google Scholar]
  57. Wilson MI and Larson RS (2002). Nonprofit management students: Who they are and why they enroll. Nonprofit and Voluntary Sector Quarterly, 31(2): 259-270. https://doi.org/10.1177/08964002031002005   [Google Scholar]
  58. Zhang X, Griffith J, Pershing J, Sun J, Malakoff L, Marsland W, and Field E (2017). Strengthening organizational capacity and practices for high-performing nonprofit organizations: Evidence from the national assessment of the social innovation fund: A public-private partnership. Public Administration Quarterly, 41(3): 424-461.   [Google Scholar]