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Welcome to Volume 6 of Advances in Global Leadership. Our objectives in this volume remain the same as in Volumes 1, 2, 3, 4, and 5 of this series (Mobley, Gessner, & Arnold, 1999; Mobley & McCall, 2001; Mobley & Dorfman, 2003; Mobley & Weldon, 2006; Mobley, Wang, & Li, 2009). We seek to advance the definition, conceptualization, and understanding of global leadership processes, and the development of international and global leaders.

The case and discussion questions posed will allow the instructors the opportunity to introduce critical strategic concepts from strategic, nonprofit management and social enterprise literature. Specifically, (1) strategic transformation: countering drift and anticipating future trends and crises; (2) types of leadership: transactional versus transformational; (3) hybridity and mission drift; and (4) nonprofit funding models, the starvation cycle and the overhead myth.

Both primary and secondary sources have been used to prepare the case. The first two authors had the opportunity to interview Thomas Tighe, Direct Relief’s (DR) President and CEO in July of 2019. The interview lasted one hour and was transcribed by one of the authors and reviewed by the other two authors for accuracy. In addition, the authors conducted nonparticipant observations in DR’s headquarters in Santa Barbara (California). Given the longevity and media exposure of the organization, extensive internal and external archival data was also available for the analysis.

This real and undisguised case is based on DR, a +70-year-old humanitarian $1.2bn nonprofit organization headquartered in California (USA). From its headquarters in Santa Barbara, DR responds to emergencies and delivers medical support for vulnerable people affected by poverty, natural disasters and civil unrest in all 50 US states, six US territories including Puerto Rico and US Virgin Islands, and in more than 90 countries.

The case presents Thomas Tighe, DR’s President and CEO, reflecting in late 2018 on the transformation and growth that the organization had experienced since he started his tenure in 2000. Specifically, he is considering the most effective way to allocate an unrestricted recent cash donation. Should DR spend that money on traditional fundraising, reducing its efficiency rate, or should DR take a long-term approach and use the funds to build long-term capabilities? In addition, the case outlines the history and evolution of DR over its more than 70 years of existence, the CEO’s background and motivations, as well as a detailed description of the organization’s revenue portfolio. Students will have an opportunity to learn about a unique nonprofit named among “the world’s most non-for-profit organizations” by Fast Company; DR was also included in the Charity Navigator’s list of the “10 Best Charities Everyone’s Heard of.” In addition, in January 2009, DR was designated as a Verified-Accredited Distributor by The National Association of Boards of Pharmacy, which placed it as the first nonprofit to receive this designation to deliver prescription medicines to all 50 US states. Throughout Tighe’s tenure, DR had been lauded for its fundraising efficiency. The unique distinction to DR’s efficiency is its tradition of adopting new technologies and modern business practices for humanitarian purposes.

Students will learn how DR, under the leadership of Thomas Tighe, reinvented and reinforced the organization’s traditions to retain high levels of efficiency in the face of an ever-larger organizational scale, public scrutiny and demand for humanitarian support across the world. Students will witness many strategic and operational tenets that they may be more familiar with from the for-profit world. The case also will help students to understand the concept of hybrid organizations and different nonprofit funding models.

The case has been written to be used in graduate Nonprofit Leadership Management and Social Entrepreneurship courses. Given the scope and implications, the case could also be used on an upper-level strategy course. To maximize students’ learning, the case should be introduced halfway into the course after students have a solid understanding of what nonprofits are and how they operate. If students are not familiar with some of the concepts introduced in the analysis, the proposed readings will prepare them for a more fruitful discussion.

The purpose of this paper is to investigate the mechanisms and the conditions under which experiencing organizational justice fosters employees' readiness for change. First, this study tests the mediating role of perceived organizational support between overall justice and readiness for change. Second, it examines whether perceived organizational competence moderates this indirect positive effect.

Data were collected from US employees (N = 230) facing organizational change. Confirmatory factor analyses were performed to test the measurement model. Moderated mediation analyses, based on Hayes' (2013) method, were used to examine the hypotheses.

Overall, the findings support the hypotheses. Justice influences readiness for change through perceived organizational support only for employees who perceive their organization as highly competent.

While a few studies have shown that justice fosters readiness for change, little attention has been paid to the mechanisms and conditions under which justice affects readiness for change. In addition, this research highlights in particular the importance of considering how employees assess the “can do” characteristic of their company in the context of organizational change.

Numerous companies have launched branded applications to foster consumer–brand relationships. Due to fierce competition among branded apps, the retention rate is quite low. The facilitation of behavioural outcomes through branded apps is a highly relevant research area. This paper investigates the drivers of behavioural outcomes in the context of branded apps from an investment model perspective.

This work examines various branded apps primarily used by consumers in disparate product categories, namely, Target, Walmart, Under Armour, Nike, Pandora, Spotify, Starbucks, Burger King, Disney and Netflix. Four hundred and one valid online questionnaires were obtained and partial least squares structural equation modelling was used for data analysis.

The results obtained extend the investment model to the context of branded apps and show that app investment size and app satisfaction facilitate brand relationship commitment, successively enhancing app continuance intention, brand purchase intention and app word-of-mouth (WOM) intention. Furthermore, app confidence benefits and self-enhancement benefits facilitate app satisfaction, while app social benefits and special treatment benefits facilitate app investment size.

The present work applies an investment model to various branded apps to show how relationship components facilitate behavioural outcomes. We contribute to the literature by identifying four types of app relational benefits as drivers of relationship components in the context of branded apps.

Olympic Games provide an arguably unparalleled amount of opportunities for the host city and country in relation to economic and socio-cultural growth and development. However, the achievement of such long-term success measures lies with the holistic involvement of community groups, specifically residents, in the planning of the mega event. The purpose of this paper is to examine the residents’ attitudes of the 2016 Olympic Games and to verify moderating effects of place of residence in support of the Games.

The data were collected in Brazil in the months leading to the Rio Olympic Games using non-probabilistic convenience sampling. A total of 501 responses were collected prior to the opening ceremony of the event. Both exploratory and confirmatory factor analyses were applied.

The socio-cultural and economic dimensions had a positive and significant effect in support for the Olympic Games; however, the environmental dimension did not have such strong effect. Furthermore, differences between host and non-host city residents tested positive in support of the Olympic Games.

This study aims to contribute to the developing application of country branding by examining attitudes of internal stakeholder groups in the form of residents.

This research presents a conceptual model to further establish the importance of such attitudes for organizers and government authorities involved with the bidding, planning and management of mega events from a country branding perspective, particularly in developing countries such as Brazil.

This research investigated how biological scientists' perceived academic reputation, community trust, and norms all influence their perceived academic reciprocity, which eventually leads to their data sharing intentions.

A research model was developed based on the theory of collective action, and the research model was empirically evaluated by using the Structural Equation Modeling method based on a total of 649 survey responses.

The results suggest that perceived academic reputation significantly increases perceived community trust, norm of data sharing, and academic reciprocity. Also, both perceived community trust and norm of data sharing significantly increases biological scientists' perceived academic reciprocity, which significantly affect their data sharing intentions. In addition, both perceived community trust and norm of data sharing significantly affect the relationship between perceived academic reciprocity and data sharing intention.

This research shows that the theory of collective action provides a new theoretical lens for understanding scientists' data sharing behaviors based on the mechanisms of reputation, trust, norm, and reciprocity within a research community.

This research offers several practical implications for facilitating scientists' data sharing behaviors within a research community by increasing scientists' perceived academic reciprocity through the mechanisms of reputation, trust, and norm of data sharing.

The collective action perspective in data sharing has been newly proposed in this research; the research sheds light on how scientists' perceived academic reciprocity and data sharing intention can be encouraged by building trust, reputation, and norm in a research community.

Since the latter half of the twenty-first century, African American college enrollment has shifted from historically Black Colleges and Universities (HBCUs) toward Predominantly White institutions (PWIs). Despite these trends, HBCUs continue to disproportionally award bachelor’s degrees to African Americans. Although researchers have explored the experiences of African American college students at HBCUs, less is known about the factors that contribute to their initial decision to attend. Focusing on the “twenty-first century college student,” the purpose of this study is to increase our understanding of these factors and the characteristics of students who choose HBCUs. Findings from interviews with 51 HBCU recent alumni from 20 institutions reveal three major influences on the decision to attend an HBCU: the desire to be in a predominantly Black environment; the reputation of academic programs; and cost/financial aid. This chapter highlights the strategies useful for HBCUs interested in attracting students from diverse backgrounds, illustrating that students choose HBCUs to be connected with the unique culture and traditional practices associated with HBCU campus environments. Understanding the college choice motivations of successful HBCU students can provide insights into how to foster institutional policies and practices to recruit and retain the twenty-first century student and beyond.

This study aims to investigate the factors influencing the data sharing habits of psychologists with respect to academic reciprocity.

A research model was developed based on Ostrom’s (2003) theory of collective action to map psychologists’ underlying motivations for data sharing. The model was validated by data from a survey of 427 psychologists, primarily from the psychological sciences and related disciplines.

This study found that data sharing among psychologists is driven primarily by their perceptions of community benefits, academic reciprocity and the norms of data sharing. This study also found that academic reciprocity is significantly influenced by psychologists’ perceptions of community benefits, academic reputation and the norms of data sharing. Both academic reputation and academic reciprocity are affected by psychologists’ prior experiences with data reuse. Additionally, psychologists’ perceptions of community benefits and the norms of data sharing are significantly affected by the perception of their academic reputation.

This study suggests that Ostrom’s (2003) theory of collective action can provide a new theoretical lens in understanding psychologists’ data sharing behaviours.

This study suggests several practical implications for the design and promotion of data sharing in the research community of psychology.

To the best of the authors’ knowledge, this is one of the initial studies that applied the theory of collective action to the mechanisms of reputation, community benefits, norms and reciprocity in psychologists’ data sharing behaviour. This research demonstrates that perceived community benefits, academic reputation and the norms of data sharing can all encourage academic reciprocity, and psychologists’ perceptions of community benefits, academic reciprocity and data sharing norms all facilitate their data sharing intentions.