A Strategic Engagement Framework for Nonprofits
Article first published online: 4 DEC 2012
© Wiley Periodicals, Inc.
Nonprofit Management and Leadership
Volume 23, Issue 3, pages 303–323, Spring 2013
How to Cite
Swanson, L. A. (2013), A Strategic Engagement Framework for Nonprofits. Nonprofit Management and Leadership, 23: 303–323. doi: 10.1002/nml.21067
- Issue published online: 6 MAR 2013
- Article first published online: 4 DEC 2012
- nonprofit sector;
- social capital;
- nonprofit leadership;
- nonprofit management
Quantitative and qualitative analysis of research data collected over three years at a nonprofit public higher education institution and its community, along with a review of relevant literature, revealed the need for a new framework to guide economic and social value creation by utilizing the social capital held by nonprofit institutions. The study integrated research outcomes from the areas of social capital and institutional–stakeholder engagement to generate the new concept of strategic engagement management and a proposed Strategic Engagement Framework. This framework should help nonprofit organizations deploy their social capital for institutional and societal benefit by facilitating institutional–stakeholder collaboration. The study also tested the utility of implementing one component of the proposed framework: a structure for mapping, maintaining, and evaluating a portfolio of institutional engagement activities.