"The Lived Experiences of Nonprofit Managers in Post-COVID Pandemic Rec" by Alonzo Curry

Date of Conferral

1-20-2025

Degree

Ph.D.

School

Management

Advisor

David Bouvin

Abstract

Nonprofit managers have been tasked with making difficult and creative decisions in the post-COVID-19 pandemic era. Policymakers, donors, and sector stakeholders need to understand the specific challenges nonprofit managers face during crises. The purpose of this qualitative hermeneutic phenomenological study was to understand the post-COVID-19 crisis management experiences of nonprofit managers in the United States and identify how nonprofit managers made meaning of such experiences. The research question for this qualitative exploration was based on the lived experiences of nonprofit managers with managing crises during the post-COVID-19 pandemic. This qualitative hermeneutic phenomenological study was developed with a multicultural theoretical foundation. The participants comprised 20 nonprofit managers. Data were collected using semistructured interviews until saturation was reached among 17 participants. This study’s data analytic procedures included Saldana’s three-cycle coding process. Seven themes emerged from the thematic analysis: (a) adaptation to remote work, (b) community and health concerns, (c) emotional burden, (d) operational challenges and resilience, (e) innovative strategies and solutions, (f) discrepant experiences, and (g) emotional and psychological impact. A key recommendation is to conduct research for a more comprehensive and well-rounded understanding of how nonprofit organizations navigated the pandemic and offer valuable insights into how they can build greater resilience and adaptability for future crises. The implications for positive social change include the potential for nonprofit managers to enhance their multicultural self-seeking behaviors and other conference competencies in management informational systems education for sustainability, especially during crises.

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