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The aim of this paper is to contribute to a greater understanding of non-profit organization (NPO) management control systems (MCS) and accountability in organizations providing support service for capacity constrained service users. Specifically, the paper examines the role of MCS and accountability in supporting mission realization in NPOs providing services to people with intellectual disabilities and reflects on this in the context of the COVID-19 pandemic.

The research comprised a case study of four NPOs providing services to people with intellectual disabilities in Ireland conducted prior to the global COVID-19 pandemic. The study probed management's perceptions of stakeholders and examined the manner in which the design and use of MCS and accountability processes supported mission realization.

Service users were regarded as the least powerful stakeholder and consequently the least attended to in terms of MCS and accountability processes. The absence of relational and dialogical accountability with service users is not only central to maintaining this power asymmetry but also poses a threat to mission realization. These deficits can be addressed through the integration and monitoring of internal advocacy activities into MCS and accountability processes, which, on reflection, may also mitigate some of the negative consequences for service users of isolation from external support networks in times of crisis.

This research has opened up an area for enquiry – internal advocacy – heretofore not addressed in the management accounting literature, opening up a novel vein for future research. Such research could further examine the role of internal advocacy, drawing from and adding to the research in other support service domains. A number of objectives and questions might be considered: (1) probing the level of management recognition of the role of direct engagement in advocacy activities in supporting service user agency; (2) identifying with service users and management the nature and attributes of effective advocacy activities and practices; (3) questioning how such advocacy activities and practices might be reflected in MCS; (4) identifying what service user stakeholders regard as effective accountability to them in relation to their needs and objectives; and (5) assessing the impact on service user experience and on NPO mission realization of internal advocacy activities and the monitoring and review thereof through MCS. These suggestions for future research draw attention to aspects of support service delivery that have the potential to be profoundly influential on service outcomes.

A performance management model reflecting the identified need to incorporate internal advocacy mechanisms into organizational management control systems is proposed in an effort to increase accountability of NPOs to their core mission stakeholder – service users. This model may be of value to NPO management as they move from a medical-model of care to a rights-based model for service delivery in care settings.

The paper reflects the importance of listening to the voice of vulnerable service users in NPO care settings and proposes a mechanism for embedding internal advocacy in formal management control systems and accountability processes.

In proposing an “agency” supportive relational and dialogical accountability logic for such organizations, underpinned by “internal advocacy”, this research provides theoretical and practical insights for accountability processes and the design of MCS. The findings contribute empirically, not just to the NPO management and MCS literature but also to understanding the relational interaction of service users with service organizations, and what this means in supporting service user objectives and realization of organizational mission.

This study explores the link between internal corporate social responsibility (CSR) and employee advocacy intention in the anonymous online environment, viewing the positive behavior of employees in anonymous social media as discretionary and altruistic efforts for their organization. Guided by social exchange theory (SET) and relationship management theory, the role of a communal relationship and organizational citizenship behavior (OCB) is likewise explored.

An online survey was conducted with 405 full-time employees in the US.

Results showed that internal CSR positively influences the organization–employee communal relationship as well as OCB. Results further show that the employee-oriented communal relationship plays an important role in increasing OCB, which in turn enhances employee advocacy intention in anonymous social media.

This study is one of the first attempts to conceptualize employees' advocative behaviors in anonymous websites (e.g. Glassdoor) and to explore the antecedents of advocative behaviors, drawing insights from human resources management and internal relations.

This paper aims to develop and validate a framework about the enablers and constraints to the creation, sharing and use of knowledge, by analyzing how enablers and constraints in a particular information environment – advocacy networks – impact each of the phases of the knowledge process.

The setting chosen for this research is a group of leading international non‐governmental organizations (INGOs), and their NGO partners in a developing country, pursuing a policy advocacy strategy in the context of an international donors conference. The qualitative research follows an embedded case study design with two levels of data collection and analysis: intra‐organizational: an individual INGO; and inter‐organizational: the advocacy network to which this INGO belongs.

Most enablers and constraints are internal to organizations and focus on the phases of knowledge use. Constraints associated with organizations' cultures, individuals' information‐processing preferences, and politics are prominent. The validated framework can then explain how specific constraints influence particular phases of the creation, sharing and use of knowledge and the nature of these constraints in settings where particular organizational cultures dominate.

Researchers have studied the enabling conditions through which knowledge is created and shared. Some contributions have focused on the role of personal beliefs and formal procedures; higher codification of knowledge; social capital; or technology and measurement, among others. The literature has been mainly focused on identifying particular constraints, without paying much attention to how they are manifested in the distinct phases of the knowledge process. This paper aims to make a contribution in this area.

Compatible with the principles of leader–member exchange (LMX) theory and social exchange theory (SET), the study explores the effect of LMX on job embeddedness and job dedication and the mediating role of employee advocacy.

The data were gathered via a survey at four hotels in Izmir. To test the reliability and validity, 194 valid questionnaires were subjected to confirmatory factor analysis and path analysis. Structural equation modelling was used to test the hypothesized relationships.

The results show that high quality LMX and employee advocacy increase the hotel employees' job embeddedness and job dedication. In addition, the results show that employee advocacy has a partial mediating effect on the relationships between LMX and job embeddedness, and between LMX and job dedication.

Although past researches have examined both various determinants of employee job embeddedness and job dedication, and consequences of high-quality LMX, they have ignored a critical factor, which is employee advocacy. This current study addresses this research gap by investigating the interrelations between LMX and job embeddedness, and job advocacy through employee advocacy in hotels. Moreover, this research is the first empirical study that analyzes the relationships between LMX, job embeddedness, job dedication and employee advocacy in the same model. Therefore, this research contributes to hospitality literature by filling this gap.

This paper aims to draw together the evidence‐based advocacy experience of five national programs focused on developing public access information and communications technologies (ICT) via public libraries as grantees of the Bill & Melinda Gates Foundation's Global Libraries Initiative.

The authors describe a common approach to strategic advocacy and to impact planning and assessment. They then outline the experience of each program in using a range of evidence to help meet specific advocacy objectives. They give particular attention to how each program is using specific evidence to convince key players of the importance of public access ICT provided by public libraries in meeting the objectives of the key players.

This collective experience shows that when advocating at the national level, statistical data and empirical evidence can demonstrate that public libraries contribute to stakeholders' goals. Such data can include technology skills that users have gained as well as how users improve their businesses, become better educated, and access government services. Common denominators from the programs include a disproportionate positive impact achieved (or anticipated) in rural communities and on relatively disadvantaged groups such as older workers, old people and unemployed people.

Both the general approach to evidence‐based advocacy described and the specific messages about targeting advocacy efforts on key players and on the service users who are most likely to benefit from public access ICT are of potential value to anyone planning a national, regional or local advocacy program focused on public libraries and their services.

As the paper deals with global library advocacy issues, and impact planning, it is hoped it is a step towards more measurable social impact for libraries.

This is the first full public report of the Global Libraries approach to evidence‐based advocacy as conducted in the five countries represented in the paper. It is part of a steadily growing body of knowledge being amassed by Global Libraries about effective provision of public access ICT via public libraries in a range of countries.

The chapter develops a typology of eight different expected employee communication roles based on literature in public relations (PR), corporate communication and related fields. As PR professionals are increasingly taking on a coaching and training role, and communication technology has made employees more visible and approachable, employees more and more take on active roles in the communication with external publics. While PR professionals’ roles are conceptualized fairly well, no framework exists that describes the many communication roles that employees play in contemporary organizations. In the chapter, it is found that employees externally (1) embody, (2) promote, and (3) defend the organization. In addition, employees use communication to (4) scout for information and insights about environmental changes, and (5) build and maintain relationships with stakeholders. Internally, employees use communication to (6) make sense of information, (7) initiate and stimulate innovation, and (8) criticize organizational behaviour and decisions. The typology highlights that employees increasingly fulfil the tactic communication roles as producers and executers of corporate communication as social media have made them more visible and approachable. The communication roles require considerable tactical skills and resources on the part of employees, which they may not always possess sufficiently. PR professionals can play a coaching role in terms of helping employees frame content and communicate in a manner appropriate for the organization, the context and the media. The chapter can help PR professionals and scholars understand the changed role of PR professionals, as well as the changed relationships between organizations and their environment, in the context of dissolving organizational boundaries.