Willems, Jurgen. 2014. Antecedents or Effects of Being a Manager in the Nonprofit, Public, or Private Sector. Nonprofit Management & Leadership. 25 (2), 183-189.

RIS

@ARTICLE{Willems2014,
title = {Antecedents or Effects of Being a Manager in the Nonprofit, Public, or Private Sector},
author = {Jurgen Willems},
year = {2014},
doi = {http://dx.doi.org/10.1002/nml.21119},
url = {https://www.researchgate.net/publication/266914737_Antecedents_or_Effects_of_Being_a_Manager_in_the_Nonprofit_Public_or_Private_Sector},
volume = {25},
number = {2},
language = {EN},
pages = {183-189},
journal = {Nonprofit Management & Leadership},
abstract = {In this correspondence I postulate a complementary consideration to an article recently published in Nonprofit Management & Leadership: “Factors Attracting Individuals to Nonprofit Management over Public and Private Sector Management” (LeRoux and Feeney 2013). The aim of this correspondence is to provide avenues for further research based on an evaluation of the authors’ analysis and their embedded assumptions on causality and interdependency of the variables used. I perform an extended empirical analysis of the same data as used in LeRoux and Feeney (2013) in which inherent assumptions are adjusted based on available literature. Results show that their conclusions need nuancing, and that further research could focus on (1) a clearer distinction between antecedents and effects of sector of employment, and (2) the different relationships across sectors between work‐related variables, such as job satisfaction, job flexibility, or job clarity.},
}