Editor's Notes

• Date: 01 March 2014
• DOI: http://doi.org/10.1002/nml.21107
• Author: Duncan Neuhauser
• Published date: 01 March 2014

NONPROFIT MANAGEMENT & LEADERSHIP, vol. 24, no. 3, Spring 2014 © 2014 Wiley Periodicals, Inc. 259

Published online in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/nml.21107

EDITOR’S NOTES

IN THIS ISSUE, Susanne Wallman Lundåsen investigated the ex-

tent that 400 local voluntary associations in Sweden maintain

values of democratic governance in “Democratic Values and

Civic Engagement of Local Voluntary Associations.” Seventy per-

cent of these organizations had no paid staff, and having an em-

ployed staff had no negative effect on civic engagement.

Xinxiang Chen, Ting Ren, and David Knoke used national data

from the United States and found that nonprofi ts are likely to provide

better health care and insurance benefi ts and are less likely to use

performance based incentives, as revealed in “Do Nonprofi ts Treat

Their Employees Differently? Incentive Pay and Health Benefi ts.”

Silke Boenigk and Christian Scherhag document the benefi ts

separating donors into priority groups such as “friend’s circles” in

their article, “Effects of Donor Priority Strategy on Relationship

Fundraising Outcomes.” Based on a survey of over 800 German cul-

tural donors, they make recommendations for increasing donations

using such donor groupings.

Beth Gazley and Gordon Abner describe the Home Depot’s

“Framing Hope” program in “Evaluating a Product Donation

Program: Challenges for Charitable Capacity.” Home building mate-

rials are donated to local charities, which in turn use these products

to help their clients. In general, they found strong support for the

program, but its success depended on the level of local Home Depot

store participation and good performance measurement.

Georg von Schnurbein describes bridging and bonding social

capital in his “Managing Organizational Social Capital through Value

Confi gurations.” He describes value shops and value networks: A

value shop refers to an organization that creates value by solving cli-

ent problems (a hospital treating patients). A value network refers to

the strength and scope of the network between partners. From this

theoretical perspective he derives eight testable propositions about

social capital and organization type.

In their article, “Understanding the Compensation of Nonprofi t

Executive Directors: Examining the Infl uence of Performance and

Organizational Characteristics,” Nathan Grasse, Trenton Davis,

and Douglas Ihrke used data from the United States Internal Reve-

nue Service (IRS) 990 Form returns. By using regression analysis for

32,000 executive directors, they created precise predictive models.

For example, an organization with $350,000 in total expenses, with

fi ve employees, 80 percent of total expense going to programs, and