This year has been transformative. It’s truly been a time of positive change in finalizing my PhD study on nonprofit innovation, sharing the study’s findings at seminars and conferences across the globe, having two more studies published, and gaining new practitioner roles where I’ve been able to directly apply my research insights. In addition to my ongoing position as Charley’s Chocolate Advisory Board Member, in early 2024, I became a Queensland University of Technology (Q

This article, which was coauthored with Professor Sarah Jane Kelly, reports on a survey study. Published by Journal of Nonprofit & Public Sector Marketing, it presents findings on the governance of nonprofit innovation from a survey of directors from predominantly Anglo-Saxon, especially Australian, nonprofits. The research has important implications for scholarship and practice, particularly for nonprofit directors, marketing leaders, and policymakers.

In 2024 (and early view in mid-2023), my interview study, coauthored with Professor Sarah Jane Kelly, was published in Nonprofit and Voluntary Sector Quarterly from Sage. By weaving together a comprehensive literature review with findings from 26 interviews with nonprofit directors in this first-in-field conceptual paper, we describe nonprofit innovation for growth and why it matters. And we originally conceptualize that nonprofit boards seem to prioritize particular factoria

As Plato put it “Our need will be the real creator” (c. 375 B.C.E.). This aphorism reflects enduring themes of today’s society, challenging us to bring together critical ideas of innovation, growth, and social progress; and, certainly, such notions have been interrogated in their interconnectedness in for-profits. Yet despite the nonprofit sector’s recognized significance and particular hurdles, these concepts remain largely understudied in an integrated way in the nonprofit

In mid-2023, my literature review, co-authored with Professor Sarah Jane Kelly and Professor Nicole Gillespie, was published in Nonprofit Management and Leadership from Wiley. We offer a new conceptual model of how nonprofit boards can innovate for growth based on a first-in-field integrative-systematic review of the disparate literatures. We contribute by conceptualizing a unique multifactorial perspective, signalling that the relationship between nonprofit governance and or

Milton Friedman famously opined that the firm’s social responsibility is to maximize its profits (while engaging in open, free, and fair competition). The role and conduct of organizations in society has fascinated me for decades. For example, I have referenced competition theory throughout my corporate and nonprofit executive and board roles. In 2020, early in my doctoral program at The University of Queensland, Australia, I refreshed my knowledge of this influential concept