Nonprofit Identity Framing: Evidence of Local Variation across United Ways

Abstract

The United Way is an important resource provider in many local communities and has traditionally garnered the majority of donations made during workplace giving campaigns. Over the past thirty years nonprofit competition for contributions made during workplace giving campaigns has increased dramatically. In the face of increasing competition, the United Way Worldwide is attempting to re-frame its organizational identity through its Community Impact initiative. Local United Ways, however have some discretion over implementation of the Community Impact initiative. This study draws upon classic theories of organizational adaptation and research on workplace giving to examine organizational-level variation in identity framing across a large sample of local United Ways. Specifically, data on organizational purpose statements, philanthropic market consolidation, and peer influence are analyzed using text mining and social network analysis (SNA) techniques to study variation in organizational identity framing across 710 local United Ways across the U.S. Findings suggest that: 1) local United Ways are both maintaining core dimensions of their organizational identity while integrating new components; and 2) local field consolidation, and peer influence are associated with the identity framing choices of local United Way organizations. The implications for practice as well as future research on identity focused organizational adaptation are discussed.