Do Top managers’ Psychological Attributes Influence Nonprofit Alliances for Resource Acquisition? An Application of Stimulus-Organization-Behavior-Consequence (S-O-B-C) Theory

Abstract

ABSTRACT Despite many investigations on nonprofit collaboration, examining nonprofit alliances from the behavioral attributes of top managers is nonexistent in the present literature. This paper studies how nonprofit top managers undertake strategic decisions on nonprofit alliances for resource acquisition through the Stimulus-Organization-Behavior-Consequence (S-O-B-C) theory. Information was collected through a questionnaire survey from 390 nonprofit top managers, and structural equation modeling was applied to process the data. Appropriate measures were undertaken to address questionnaire validation and common method bias. The positive stimuli for collaboration positively impacted, and the negative stimuli for alliance negatively impacted the top managers’ attitude and value toward an alliance with other nonprofits for resource acquisition in the nonprofits. The nonprofits’ top managers’ “attitude” and “value” positively impact their behavior for the alliance for resource acquisition with other nonprofits. However, the nonprofits’ top managers’ behavior did not significantly affect the consequences of the alliance for resource acquisition with other nonprofits.