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This symposium leverages the context of community foundations (CFs), public charities that raise and distribute philanthropic funds in a defined geographic place to meet broad community needs, to examine how community foundations pursue change towards justice philanthropy in light of an environmental context that increasingly politicizes DEI. Specifically, papers in this panel conceptually explore the relationship between power and philanthropy, describe the institutional logics shaping justice philanthropy in community foundations, and empirically examine community foundation practice to advance social equity and justice. Philanthropic Foundations and the Exercise of Power: A Systematic Review of the many Faces of Power Author: Lauren Dula; Indiana U., Bloomington Author: Laurie Paarlberg; Indiana U. / Purdue U., Indianapolis The Community Consequences of Foundation Logics Author: Laurie Paarlberg; Indiana U. / Purdue U., Indianapolis Author: Yue Ming; Indiana U.- Lilly Family School of Philanthropy Author: Heng Qu; Texas A&M U. Institutional Logics, Black Lives Matter, and Community Foundations' Social Justice Claims Author: Maham Ali; Ohio State U.: John Glenn College of Public Affairs Author: Megan LePere-Schloop; Ohio State U. Leader Imprinting and Organizational Shifts Toward Equity: Insights from Community Foundations Author: Megan LePere-Schloop; Ohio State U. Author: Marlene Walk; U. of Freiburg Author: Jamie Levine Daniel; New York U. [ABSTRACT FROM AUTHOR]

Organizational change is not new for nonprofits, however, the external environment and increasing volatility impact nonprofits now even more so than in the past. This systematic literature review takes stock of the landscape of organizational change research in the nonprofit context. Focusing on research published in leading peer-reviewed journals in nonprofit and civil society studies, this study provides a comprehensive overview of the field capturing how organizations plan for or react to environmental changes in either incremental or strategic ways. Findings indicate that most of the work is done in the context of human services organizations with a heavy focus on large-scale strategic changes. Based on the identified gaps in the literature, this article discusses implications for future research. [ABSTRACT FROM AUTHOR]

COVID-19 has been regarded as a critical incident that catalyzed a multitude of organizational changes in nonprofit organizations. This study centers on the nonprofit workers' perspective of change by investigating to what extent and how negative appraisals in the midst of the pandemic are related to intentions to leave the organization about a year after the start of the pandemic, at a point in time when the initial shock of changes spurred on by COVID-19 had settled into a sense of the "new normal." Findings indicate that harm but not threat appraisals predicts to psychological contract violation and that psychological contract violations are related to resistance to change as well as intentions to leave. Unexpectedly, neither threat appraisal nor resistance to change was related to turnover intentions. [ABSTRACT FROM AUTHOR]

Volunteer satisfaction is a significant concern because volunteers tend to "vote with their feet" and leave nonprofit organizations when they are dissatisfied. Volunteer management predominantly focuses on the implementation of management practices aiming to improve volunteer outcomes. This study alters the perspective and focuses on volunteers as active participants in their volunteer experience. We propose that volunteer proactivity is an important, yet overlooked, factor in volunteer outcomes such as satisfaction and organizational identification. Further, we posit that those volunteers who perceive their volunteer work as meaningful are more likely to engage in proactive behavior. We test and (partially) confirm our hypotheses using a sample of 678 volunteers in one youth-serving nonprofit organization in the Midwest region of the United States. [ABSTRACT FROM AUTHOR]

The meaning of work has enjoyed a surge of research interest in recent years (e.g., Rosso, Dekas, & Wrzesniewski, 2010), reflected in studies that largely focus on individuals' experiences of and relations with their work in general. While most research on the meaning of work focuses on perceptions of meaning in stable employment, whether and how these perceptions are influenced under particularly challenging circumstances remain underexplored. In this symposium, four papers, three qualitative and one quantitative, examine the meaning of work in difficult contexts. The papers range from considerations of the changing meaning of work in disappearing occupations to how work meanings influence outcomes during periods of unemployment. The first paper focuses on a disappearing occupation, and considers meaning as experienced by subway drivers in Paris who were forced to change professions due to train automation. The second paper considers teachers' professional identities and work meanings during a radical organizational change. The third paper examines the experiences of work meaning of police officers who face unexpected challenges due to the controversial nature of their jobs. The fourth and final paper introduces how congruence in couples' understanding of the meaning of their individual jobs influences their subsequent work experiences during challenging employment transitions. Taken together, these papers suggest different sources of shocks to individuals' conceptualizations of the meaning of work and encourage discussion of how both transitions and changes in context challenge and extend what scholars know about the meaning of work. [ABSTRACT FROM AUTHOR]

Change is part of daily organizational life. While previous research has largely focused on the importance of leaders as change agents, scholars are increasingly arguing for a shift away from a leader- centric focus toward an emphasis on the follower perspective. This study proposes a combination of both research streams and empirically investigates the distinct influence of leaders on followers from two perspectives: a) attitudes toward change content; and, b) attitudes toward change implementation while paying close attention to followers' attitudes. Using multilevel data, I find that leaders' attitudes toward change implementation are positively related to their followers' attitudes toward change implementation. However, contrary to my hypothesis, followers hold more negative attitudes toward change implementation in cases when leaders display positive attitudes toward the change content. Findings of this study, despite being counterintuitive at first sight, provide insights into leader- follower interactions during organizational change and allow for new ways to assess change processes in organizations. [ABSTRACT FROM AUTHOR]