This book explores the ramifications of the COVID-19 pandemic crisis on human service organizations from an international perspective. The chapters in this volume highlight the need for organizations to strengthen their resilience, adapt to changing external circumstances, and continue to serve their missions effectively.
This book explores the ramifications of the COVID-19 pandemic crisis on human service organizations from an international perspective. The pandemic is described as a “disruptive extreme event” that has resulted in extensive and intolerable physical, psychological, and material consequences for members and clients within human service organizations. The chapters in this volume highlight the need for organizations to strengthen their resilience, adapt to changing external circumstances, and continue to serve their missions effectively. They address the implications of a health and social pandemic on economic resilience, changes in work technologies, therapeutic intervention programs, human resources, organizational structure, and social media tools used by human service organizations. The eleven chapters of this volume cover seven countries representing diverse socio-political, cultural, and economic systems, ranging from the USA and the UK to Austria, Bangladesh, China, and Israel. The perspectives presented in these chapters offer a significant contribution to theory, research, and practice in the management of human service organizations during times of disruptive extreme events.
The chapters in this book were originally published in Human Service Organizations: Management, Leadership & Governance.
Introduction: Human Service Organizations, Disruptive Extreme Events,
and Organizational Resilience
1. A Test for the Welfare-Partnership:
Austrias Nonprofit Human Service Organizations in Times of Covid-19
2. The
Role of Smaller Nonprofit Human Service Organizations During the COVID-19
Pandemic: Evidence from England and Wales
3. Human Service Organizations
Participation in the Paycheck Protection Program: A Cross-Sector Comparison
4. From Crisis to Opportunity: Israeli Social Service Nonprofits
Responses to COVID-19
5. Programming Change Among Nonprofit Human Service
Organizations During the COVID-19 Pandemic
6. The Three Ps in Nonprofit
Human Service Mergers: Strategic Response to Coping with a Crisis
7. The Role
of First-Line Managers in a Pandemic in Reducing the Spread of Infections and
Promoting the Health and Well-Being of Rohingya Refugees
8. The Implications
of the COVID-19 Pandemic on Recruitment and Retention of Volunteers and
Donors in the U.S.
9. How Digital Platforms Promote Roles of Nonprofit Human
Service Organizations During the COVID-19 in China
10. Staying Connected
While Staying Distant: Social Media Engagement of Food Banks in Texas in the
Wake of the COVID-19 Pandemic
11. The Persistence of the Homeless Shelter as
an Institutional Form: NYCs Response to Homelessness and COVID Through an
Organizational Lens
Hillel Schmid is Professor Emeritus at the Paul Baerwald School of Social Work and Social Welfare at the Hebrew University of Jerusalem. His main areas of interest include the management of human service organizations, leadership and change, political advocacy, philanthropy, and cross-sector partnerships in social services. He is an affiliated member of the Institute the Study of Civil Society and Philantropy in Israel.
Itay Greenspan is Associate Professor at the Paul Baerwald School of Social Work and Social Welfare at the Hebrew University of Jerusalem. His areas of Interest include civil society, environment and society, and environmental social work. His research focuses on the nexus of welfare, civil society, and environmentalism. He is an Affiliated member of the Institute for the Study of Civil Society and Philanthropy and the Center for Sustainability at the Hebrew University.
