Search results

This organizational climate empirical case study involves a religious organization in the United States of America, which has experienced a substantial decline in membership and weekly service participation numbers over the previous five years. The purpose of this qualitative case study is to reveal motivating factors that drive parishioners to leave or stay within a traditional protestant congregation and to uncover the strengths and weaknesses within the organization.

The methodology behind the study considers personal observation by the author and engages current and former members of the organization as well as front-line employees and senior leadership. Qualitative essays were completed through Qualtrics by participants and analyzed with the use of MAXQDA software for thematic frequency and organization.

During analysis, correlations were found to exist between the church's membership decline and ineffectiveness of senior leadership. Also, it is quite evident that the church's strengths were found in the quality of its members and the relationships they developed. This was found to be a significant motivation to stay within the organization.

The study provides value to practitioners within organizational development fields. Usage of this knowledge could assist in providing insights into possible reasons why religious organizations falter under ineffective leadership, which in turn could provide opportunities to implement improvements based on discoveries.

Christian Churches in the United States are facing decline and, just like other organizations, must renew themselves. This study explores the culture of a successful Midwestern church and its climate for innovation in an effort to move this church toward renewal. Through multiple regressionanalysis, support was found for the literature’s claims that a strong adhocracy culture has a significantly positive relationship with climate for innovation. However, the findings offered startling support that a strong clan culture has an even greater significant correlation with climate for innovation. Interestingly, it was found that market and hierarchy cultures have a small inverse relationship with support for innovation, and also that market culture has a small inverse relationship with resource supply. These results have significant implications for churches, ministries, and other nonprofit leaders and their organizations.

A growing religious-environmental movement is working to reconcile environmental thought and practice with the mission and ministry of religious organizations. We examine two leading interfaith social change organizations and identify key strategies they routinely employ to create shared meaning and alignment between environmentalism and faith. They reframe stewardship in religious organizations by (1) highlighting and interpreting environmental themes in sacred texts and scriptures, (2) celebrating and fostering mutual awareness of environmental action by faith-based organizations, and (3) providing resources and creating linkages between clergy and lay leaders across religious congregations. By emphasizing moral and spiritual rationales for the adoption of resource-saving products and behaviors at both the congregational and household level, these networked organizations help shift the perception of global climate change from an insurmountable problem to one that is being addressed in cooperation with similar others. Our investigation reveals organizational actors deeply engaged in growing moral calls for political action to address climate change and underscores the need for more socially realistic models of technology adoption and behavior change.

This case presents the challenges facing a new pastor at Whitney Avenue Congregational church. For many years the church has seen declining membership. Karl, the new pastor, is expected to help foster growth, but as he has learned, some organization members fear that he may want to change more than they would like to see changed. Karl must decide how to conduct himself at the next church council meeting. He also must decide on an approach to effect positive change in the organization.

This paper aims to explore the experiences of church ministers who played the role of transitional leaders in congregational situations involving conflict.

Grounded theory was chosen as a suitable approach to investigate phenomena that occasionally penetrate religious publications and even less frequently scholarly management journals. Accordingly, in-depth interviews were conducted with six church ministers who had been transitional leaders in one Christian denomination in New Zealand.

Participants indicated that the drivers of transitional ministry were conflict, dysfunction and loss of direction; the goals were to heal the damage caused by conflict and restore functionality and well-being; the process, underpinned by a leadership philosophy of affirmation, trust-building, engagement and communication, involved working with church members to instil hope, establish operational structures, identify and resolve dysfunction, envision a future and ultimately recruit a permanent minister.

The limitations of a small sample size in one Christian denomination could be addressed by using wider samples in other contexts. It is suggested that insights into transitional leadership after conflict will be of interest to researchers as well as practitioners in other religious organizations, the wider non-profit sector and the private sector. Future research into the impact of transitional leadership, against a background of conflict and organizational change, will add to this empirical foundation.

The model of transitional ministry is a unique contribution to religious literature and practice. It also offers insight into how other types of organization could deal with the exit of its permanent leader, in circumstances of conflict, and manage the transition phase of a temporary replacement, so that the organization returns to a state of well-being with a renewed sense of purpose.

This study of budgeting practices and attitudes to budgeting in a local church uses Booth's (1993) framework to consider the potential conflict between the “sacred” agenda of the church and the “secular” nature of accounting.

Over a six‐month period, the author conducted a series of semi‐structured interviews with key church leaders, and studied financial reports and the minutes of church meetings.

Clergy and lay people alike, far from viewing accounting as an unwelcome intrusion into their church's sacred agenda, integrated belief in their church's mission with the need to raise and manage the money necessary to mobilise that mission.

Religion and religious organizations occupy a greater importance in society than academic accounting research would indicate, and this paper represents a response to that academic blind spot. Opportunities abound for further studies of the contribution accounting makes to other religious organizations, and to non‐profit organizations whose goals are not primarily wealth creation.

All organizations, even those with a sacred agenda, need to confront the reality of money and accounting if they are to achieve success. If they are unable to obtain or account for the resources they need for their mission, their ability to fulfil that mission is likely to be compromised.

By portraying accounting as an enabling and liberating contributor to a church's fulfilment of its spiritual mission, this study demonstrates that attitudes to accounting are inextricably intertwined with religious beliefs, and that accounting can be a valuable tool in a cooperative attempt to implement a spiritual vision.

The purpose of this paper is to explore attitudes among church administrators to church tourism, and the vexing challenge of categorizing church properties as tourist attractions for the city visitor. Furthermore, it seeks to ascertain if in the current economic climate, evidence of a collaborative inclination exists between core and peripheral supply‐stakeholders towards delivering a church tourism trail in this visitor‐rich area of Dublin city.

Data were gathered to coincide with the busiest period of the tourist season. Using a qualitative methodology involving a series of semi‐structured interviews, initial research concentrated on attitudes to church tourism among both church administrators and church visitors. Subsequent interviews with key informants from both core and peripheral stakeholder groups focused on their attitudes to stakeholder collaboration in the development of a localized church tourism trail.

The findings of this paper would suggest broad support among most church administrators towards tourism and contextualising church properties as heritage attractions. However, operational dissonances associated with “church ethos” and “collaborative engagement”, particularly when embedded within individual fears of being associated with an official “tourist trail” were viewed as collaborative impediments among some traditional and peripheral stakeholders.

As international competition for the urban tourist intensifies, this paper, in adopting a supply‐sided perspective has, through counterpointing psychological barriers to the development of a church tourism product, with the absence of collaboration champions in the area, highlighted a number of limiting factors to adding value to the visitor experience in Dublin's Liberties. Challenges abide!

Religious organizations are among the non-government groups in the USA that are addressing climate change phenomena from their various faith perspectives and, despite the differences in their traditions and practices, are collaborating with one another to achieve their mutual goal – the establishment of policies that will mitigate the real and anticipated perils scientists are forecasting. If sufficiently motivated by their faith, informed by climate science, and politically astute, these groups may be reliable allies for climate change decision-makers to tap as they strive to achieve their mutual goal. The paper aims to discuss these issues.

Focusing on the Coalition on Environment and Jewish Life, the Catholic Coalition on Climate Change, and Interfaith Power and Light, the author explores the diverse religious faith-based motivations underpinning their efforts, the extent to which they remain cognizant of the latest climate science, the structures through which they share their particular faith perspectives and collaborate with one another, and their efforts to reach decision makers at various levels of governance.

Motivated by their religious faiths, these three organizations demonstrate that they are scientifically informed, politically astute, and collaborative with others in striving to achieve their mutual goal of mitigating the adverse effects of climate change locally to globally.

The three groups on which the author focuses are based in the USA and collaborate with one another. In an earlier presentation prepared for an international conference, the author included two other groups outside the USA, but manuscript length precluded their inclusion in this submission. Perhaps the author's limited study will stimulate scholars to explore other groups in various parts of the world.

To assure and strengthen the momentum already underway, scholars of religions need to probe their foundations for responding to climate change, leaders of religious communities must heighten their efforts to educate their followers accordingly, adherents of religions must be open to embracing their motivating traditions, and religiously based groups must seek to collaborate with one another at various bioregional and political levels to demand actions that will advance a life-sustaining climate.

The author is unaware of studies exploring these three groups using the methodology the author employs for the purposes of describing and assessing the effectiveness of religious groups in addressing human-forced climate change.

This research paper takes an interdisciplinary approach, drawing from empirical data, to explore the relationship between organisational change management and strategic leadership to promote growth in value-driven, membership-based organisations through a qualitative multi-case-based analysis and to provide a discussion on the philosophies and practices of leadership teams which underpin successful organisational change within such not-for-profit organisations.

Each participating organisation had 700+ members, had previously experienced prolonged periods of auditable membership growth and employed distinctly different organisational models to facilitate growth. A qualitative multi-case study approach was adopted informed by 32 interviews with eight leadership teams. A thematic analysis provided a comparative review of responses.

All case study organisations emphasised the significance of strategic leadership teams and clearly communicated vision and flexible organisational structures as central to their strategic planning and subsequent growth. This builds on previous research which has explored organisational change in not-for-profit organisations and strategic leadership in not-for-profit organisations, which explores the strong linkages between the roles and functions of strategic leadership, organisational structures designed with the adaptive capacity to manage continuous and convergent change and their impact on sustained growth. Such linkages are more specifically supported by extended tenure of office for those in senior leadership roles, clear delineation of roles and responsibilities, the adoption of an outward growth-oriented focus and adaptable structures that encourage wider participation in leadership and management functions for the fulfilment of the organisation's mission. Most significantly, these organisations plan with change and growth in mind.

The findings of this research have transferable value to other not-for-profit, membership-based, value-driven organisations as well as other faith-based organisations, which will help to provide future linkages between leadership structures, decision-making and organisational design and its impact on the not-for-profit organisations' capacity for sustained growth.

This research challenges previous conceptions on UK church growth trends and observes that all the case organisations presented different organisational structures which were intentionally designed, context specific and developed by leadership teams with sustained growth in mind. Results from psychometric testing of participants confirmed that senior leaders of large value-driven organisations that have demonstrated a capacity for sustained growth are consistently likely to exhibit leadership characteristics which demonstrate a balanced capacity for personal humility and a committed resolve or professional will, which is also reflected in a pragmatic-type leadership style, building on previous psychometric testing research in this context.