EDITOR'S NOTES

• Date: 01 March 2015
• Author: Duncan Neuhauser
• DOI: http://doi.org/10.1002/nml.21130
• Published date: 01 March 2015

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N M  L, vol. 25, no. 3, Spring 2015 © 2015 Wiley Periodicals, Inc.

Published online in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/nml.21130

Journal sponsored by the Jack, Joseph and Morton Mandel School of Applied Social Sciences, Case Western Reserve University.

EDITOR’S NOTES

IN THIS ISSUE Giacomo Boesso, Fabrizio Cerbioni, Andrea Menini, and Antonio Parbonetti

use data from fifty-one nonprofit foundations created by Italian banks due to an Italian

government decree in their article titled “Philanthropy by Decree: Exploring the Governance

and Philanthropic Strategies of Foundations of Banking Origins.” They show that board

characteristics (board capital, chair power and process) are associated with high social impact

and more participatory philanthropic strategies.

“Knowledge Transfer between For-Profi t Corporations and  eir Corporate Foundations:

Which Methods Are Effective?” by Marco Minciullo and Matteo Pedrini, examines 117

Italian foundations formed by for-profi t fi rms.  ese foundations get most of their fund-

ing from their parent fi rms and are separate legal entities.  ese foundations diff ered in how

knowledge is transferred and this in turn infl uenced their policies.

Mark A. Hager and Jeff rey L. Brudney surveyed 1,361 public charities in their “In Search

of Strategy: Universalistic, Contingent, and Configurational Adoption of Volunteer

Management Practices” to fi nd the relationship between volunteer management strategies

and better outcomes.  ey found that appropriate volunteer administration depends on the

organizational environment. Finding the right match is associated with better outcomes.

In their article “Employee and Volunteer: An Unlikely Cocktail?” Antonio Ariza-Montes,

José Luis Roldán-Salgueiro, and Antonio Leal-Rodríguez used the European Survey of Work-

ing Conditions to examine volunteering of about 5,000 employees to look at the amount

of time they spent volunteering. They ask the question: “What social circumstances are

associated with the amount of employee volunteer time?”  ey are able to explain about

70 percent of the diff erences in time spent volunteering.

How do donors of blood, money, and time diff er? Knowing these diff erences could allow

blood bank and other nonprofi t managers to better target their appeals. Edlira Shehu, Ann-

Christin Langmaack, Elena Felchle, and Michel Clement take on this question in their

“Profi ling Donors of Blood, Money, and Time: A Simultaneous Comparison of the German

Population.”  ey use a German national survey of over 12,000 individuals.

Jiahuan Lu asks about receipts of government funding in “Which Nonprofit Gets More

Government Funding? Nonprofi ts’ Organizational Attributes and  eir Receipts of Govern-

ment Funding.” Ninety-one Maryland nonprofi t organizations were studied. Nonprofi ts with

higher bureaucratic organization, strong domain consensus with government, and a longer

history of funding were more likely to get government grants and contracts.

For the Roman Catholic Church to survive, new priests must be ordained. Charles Zech

uses this rate of ordination as a performance measure of a bishop’s management success over

time. Other literature shows that CEOs improve as they learn, level off , and do well, and

then decline in performance as the environment changes. Using econometric methods, and

bishop-years as the unit of analysis, Zech in his article “How Quickly Do Catholic Bishops

Become Obsolete: Bishop Tenure and Diocesan Performance” found that there was a steady

decline in performance over time, and he gives possible explanations for this surprising

fi nding.