Chair: Yvonne Harrison, Luther College at the University of Regina

Surviving turbulent environments: strategic planning approaches for the voluntary organization
Isidora G. Sidorovska, University of Waterloo

This paper reviews the need to re-conceive formal, deliberate strategic planning in the nonprofit sector within a more flexible framework. Nonprofits are recognized to operate in highly turbulent environments. However, they are still urged to undertake formal, deliberate strategic planning that is better suited for more stable settings. By examining the specific challenges nonprofits face in turbulent settings, this paper finds that contemporary nonprofit management issues can only be tackled by applying multiple planning modes and combining planned and emergent strategizing.

The Impact of a Theory-Based Online Intervention on Board Self-Regulation of the Governance Process
Yvonne Harrison, Luther College at  the University of Regina

This paper reports results of hypotheses tests of the effects of a theory-based online intervention designed to help boards self-regulate the governance process. Data comes from two sources and time periods: 1) 5,487 individuals from 597 organizations who assessed their board’s performance (Time 1) using the Board Performance Self-Assessment Questionnaire (BPSAQ) automated within the study intervention known as the Board Effectiveness Survey Application and 2) 121 organizations who completed the Impact of Board Performance Assessment Questionnaire (IBPSAQ) at a second point in time (Time 2) prior to follow-up assessment. Results are presented and discussed along with implications for governance practice and theory.

From Genesis to Metamorphosis: Life cycle stages of non-profit organizations
Nivedita Narain, PRADAN (Professional Assistance for Development Action); Vinitika Lal, PRADAN; Anju Bhaskaran, Indian School for Development Management; Sudhir Sahni, PRADAN; Aruna Pandey, Indian School for Development Management;

In this systematic review, we examine life-cycle models of non-profit organizations, and the benefits of such an approach for the management and leadership of such organizations. From the nine life-cycle models for non-profits identified from the literature, we synthesize a five-stage life cycle. We map these five stages onto the four-decade life journey of an Indian non-profit organization, bringing empirical insights to these life cycle models. The paper suggests conceptual directions that may strengthen the explanatory power of non-profit life-cycle models. Such an approach provides non-profits, and their supporters, a diagnostic framework for anticipating challenges and managing transitions.