Nonprofit and Voluntary Sector Quarterly
February 2016; 45 (1)
http://nvs.sagepub.com/content/current

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Articles
Episodic Volunteering and Retention – An Integrated Theoretical Approach
Melissa K. Hyde1,2; Jeff Dunn1,2,3; Caitlin Bax4; Suzanne K. Chambers1,2,3,5,6
1Griffith Health Institute, Griffith University, Gold Coast, Queensland, Australia
2Cancer Council Queensland, Spring Hill, Australia
3School of Social Science, University of Queensland, St. Lucia, Australia
4School of Applied Psychology, Griffith University, Mt. Gravatt, Queensland, Australia
5Prostate Cancer Foundation of Australia, St. Leonards, New South Wales, Australia
6Health and Wellness Institute Edith Cowan University, Perth, Western Australia, Australia
Melissa K. Hyde, Griffith Health Institute, Griffith University, Gold Coast Campus, Queensland 4222, Australia. Email: melissa.hyde@griffith.edu.au
Abstract
Episodic volunteers (EVs) are vital for non-profit organization activities. However, theory-based research on episodic volunteering is scant and the determinants of episodic volunteering are not well understood. This study integrates the volunteer process model and three-stage model of volunteers’ duration of service to explore determinants of EV retention. A cross-sectional survey of 340 EVs assessed volunteering antecedents, experiences, and retention. Social/enjoyment (β = .17) and benefit (β = −.15) motives, social norm (β = .20), and satisfaction (β = .56) predicted Novice EV (first experience) retention; satisfaction (β = .47) and commitment (β = .38) predicted Transition EV (2-4 years intermittently) retention; and supporting the organization financially (β = .31), social norm (β = .18), satisfaction (β = .41), and commitment (β = .19) predicted Sustained EV (5-6 years consecutively) retention. Integrated theoretical approaches appear efficacious for understanding EV retention. An Episodic Volunteer Engagement and Retention model is proposed for further testing in prospective work.

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Systematic Review
Nonprofit Organizations Becoming Business-Like
Florentine Maier1; Michael Meyer1; Martin Steinbereithner1
1WU Vienna University of Economics and Business, Austria
Florentine Maier, WU Vienna University of Economics and Business, Welthandelsplatz 1, Vienna 1020, Austria. Email: florentine.maier@wu.ac.at
Abstract
By now, the becoming business-like of nonprofit organizations (NPOs) is a well-established global phenomenon that has received ever-growing attention from management and organization studies. However, the field remains hard to grasp in its entirety, as researchers use a multitude of similar, yet distinct, key concepts. The considerable range and complexity of these overlapping notions create major challenges: Scholars struggle to position their work in a larger context; it is not easy to build on previous findings and methodological developments; and research gaps are difficult to identify. The present article presents the first systematic literature review to confront those challenges by reviewing 599 relevant sources. In a first step, various key concepts are clarified. Second, the field is mapped according to three research foci: causes of NPOs becoming business-like, organizational structures and processes of becoming business-like, and effects of becoming business-like. From this, we draw conclusions and make suggestions for further research.