Stakeholder communication in 140 characters or less: a study of community sport foundations

Community sport foundations (CSFs), like other non-profit organizations, are increasingly employing social media such as Twitter to communicate their mission and activities to their diverse stakeholder groups. However, the way these CSFs utilize social media for communicating such practices remains unclear. Through a mixed-method approach of content analysis of tweets from 22 CSFs established by English professional football clubs and interviews with key individuals within these CSFs (n = 7), this study examines the extent to which CSFs’ core activities are being communicated through Twitter and identifies the strategies employed for doing so. Reflecting the target audiences CSFs are seeking to reach through Twitter and the challenges associated with communication about projects involving marginalized groups, tweets largely concern programs related to sports participation and education. The most frequently employed communication strategy is to inform, rather than interact or engage with stakeholders. However, CSFs with higher organizational capacity attempt to go beyond mere informing towards engaging with stakeholder groups that relate to their social agenda, highlighting the importance of trained and dedicated social media personnel in optimizing CSFs’ use of Twitter for communication

Elements of Capacity in Youth Development Nonprofits: An Exploratory Study of Urban Sport for Development and Peace Organizations

Organizational capacity is often discussed among nonprofit practitioners and scholars. Yet, empirical research employing a multidimensional capacity framework remains scarce in the nonprofit literature (Andersson et al. in VOLUNTAS Int J Volunt Nonprofit Organ 27(6):2860–2888, 2016). Using a qualitative research approach, we explored capacity in a specific segment of youth development nonprofits—sport for development and peace (SDP). We were guided by three research questions: (1) what are critical capacity elements of SDP nonprofits? (2) how do these capacity elements influence the ability of SDP nonprofits to achieve their desired goals and objectives? and (3) what are the capacity needs of SDP nonprofits in the USA? Findings from in-depth interviews with leaders of 29 organizations contribute to the development of theory on nonprofit capacity by providing a more nuanced understanding of capacity strengths and challenges related to broader nonprofit goal achievement. For example, paid staff, revenue generation, and internal infrastructure emerged as critically more important for capacity in this context. Practical and theoretical implications are further discussed