2019/07/17 by Jamie Levine Daniel, Adam Eckerd
Business, Management and Accounting · Social Sciences · #Corporate Social Responsibility Reporting #Nonprofit Sector and Volunteering #Public Policy and Administration Research
paper · doi:10.1002/nml.21383
openalex publication_date 2019/07/17 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/29
Abstract Resource acquisition depends upon the agreement between an organization's sense of identity and the perceptions of organizational identity held by resource providers. To smooth the flow of resources and buffer against potential issues, organizations seek to manage external perceptions and, to the extent possible, control their organizational identity. Using exploratory factor analysis, we examine the data from 300 GuideStar profiles to develop a sense of how nonprofit organizations “give sense” to resource providers and attempt to manage their organizational identity. We find evidence of three sensegiving strategies. We then use a seemingly unrelated regression model to examine the relationship between these strategies and revenue outcomes, finding evidence that (a) nonprofit organizations demonstrate intentional sensegiving, and (b) different sensegiving approaches are related to different income streams.