Perspectives on public Trust in Nonprofit Organizations.
\r\n\t- BMD measurement technology
\r\n\t- Osteoporosis and fracture risk
\r\n\t- Bone growth and remodeling
\r\n\t
\r\n\tThe submission is also open to any other original study related to these research topics.
Science fiction has motivated intelligent minds to enhance the quality of living for the last century. A well-known example in fantasy is bionic limbs controlled by the mind. Individuals who have lost or permanently damaged limbs can benefit from procuring an aesthetically pleasing and fully functioning bionic replacement to restore or improve their quality of life. The field of biomaterials engineering has been making monumental advances by producing devices such as biosensors, bioMEMS, and artificial hearts [1–3]. There is a continuous growth in population today, demanding the attention from biomedical fields to improve lifestyles and create better body functionality. Although current devices’ interfaces with the human body have come a long way, there is still a long way to go in the fabrication methods of the required scaffolds.
\nThis chapter outlines one single pathway of research done to broaden the opportunities in the biomaterials industry. The bioactivity of laser-treated silicon is investigated through the use of
The current challenges in the biomedical field include finding biocompatible and bioactive organic or inorganic materials and simplifying manufacturing processes. Devices that are implanted inside the body require materials that are biocompatible; the behavior of this material when interacting with the human body must not have any toxic effects and must perform a specific task. For a material to be bioactive, it requires to be biocompatible and have a biological effect and provoke a positive and controlled biological response. Current biocompatible materials that are commonly used are gold, titanium, polymers, bioceramics, and composites [4–8].
\nSilicon was chosen as the material for this research due to its abundance and semiconductor abilities. Microfabricated silicon is widely used today in the microelectronics and photovoltaics industry [9, 10]. Silicon in its pure form is not biocompatible [11, 12]. However, silicon can be packaged in a biocompatible material such as titanium [13, 14]. It has been found that porous silicon is biocompatible [11]. The current method used for creating a porous layer is etching with hydrochloric acid. Acid etching is a long process that requires the use of dangerous chemicals and is consequently environmentally friendly. The challenge that silicon faces in the biomaterials industry is to find a superior surface alteration method.
\nTechnology that easily controls and creates an accurate pattern on a microscale is required in the microelectronics industry. A good solution to this criterion is a laser, which has been commonly used for surface texturing of steel [15, 16]. It was found that this method of surface treatment allowed the generation of micropores with different characteristics. Unlike acid etching, a laser is great for the modification of silicon since it is very clean, high resolution, and controllability of intensity and depth of penetration. The Nd:YAG pulsed laser is a particularly good solution since it is cost-effective, stable, and has the required high power range. Another advantage to this method is that there are no chemicals involved, which eliminates the complex processes of preparation and environmental concerns. Above all, using a laser is a single-step process. The economic and simplistic benefits that are associated with this approach are valuable to the biomedical industry.
\nHigh-end picosecond and femtosecond pulsed laser systems have also been used for generation of porous silicon particles [17, 18]. In this research, it is found that a Nd:YAG nanosecond pulse laser can achieve the desired biocompatible silicon. The nanosecond laser is much more economical and commercially available than the faster pulse lasers. The nanosecond laser is also currently used in the medical industry for procedures such as eye and dental surgeries [19, 20].
\nMicrofabrication with lasers is becoming increasingly popular in many industries including biomaterials [21]. Laser irradiation introduces surface irregularities and chemical changes to the silicon surface. The laser irradiates a simple line pattern onto pure silicon with <100> orientation. There are a number of methods used to analyze the condition of the laser-processed substrat. Images of the samples are taken with field emission scanning electron microscopy (FESEM) and 3D optical microscopy.
\nThe laser used in this research is a SOL-20 1064 nm Nd:YAG nanosecond laser by Bright Solutions Inc. The JD2204 Sino Galvo two-axis Galvo scanner has an input of 10 mm and a beam displacement of 13.4 mm. The theoretically determined spot size diameter is 19 μm. The laser pulses can range from lengths of 6 to 35 ns, frequencies of 10 to 100 kHz, powers up to 20 W, and scanning speeds up to 3000 mm/s. For this research, scanning speeds of 100–1000 mm/s, powers of 7, 10, and 15 W, and frequencies of 25, 70, and 100 kHz are used. Line spacing varies from 0.025, 0.05, and 0.10 mm. Overlap number, or number of times the laser repeats the same pattern, varies from 1, 2, and 3. The manipulation of these parameters is easily executed through the laser-operating software.
\nThe biocompatibility of a material is influenced by surface roughness, reflectivity, and chemical content of the substrate. The chemical content is assessed using micro-Raman and energy-dispersive X-ray (EDX) analysis. The surface roughness is determined with the use of 3D optical microscopy, and the reflectivity is determined with light spectroscopy. The biocompatibility is also determined with the use of simulated body fluid, which is a form of
Cell interactions with the laser-processed silicon substrate are also evaluated with cultured mouse embryonic fibroblasts (NIH 3T3). Cells are seeded at 2400 cells/cm2 in triplicate and incubated for 72 h at 37°C. The samples are incubated under 5% CO2 in Dulbecco’s modified Eagle medium (DMEM) supplemented with 10% heat-inactivated calf serum. Phosphate-buffered saline (PBS) was then used to rinse the nonadherent cells from the samples overnight at 4°C. Staining was then done to the samples with phalloidin (1:2000 dilution) and draq5 (1:10,000 dilution) overnight for fluorescence imaging.
\nDifferent frequencies, powers, and pulse widths change the behavior of the laser pulses. Determining the temperature will help investigate the pulse energy and how it affects the surface topographic properties and chemical structure. The surface temperature is modeled using the two-dimensional heat equation in cylindrical coordinates. The heat equation in cylindrical coordinates is found in Eq. (1).
\nwhere
where
where
where
where
The three scanning parameters discussed in this section are overlap number, line spacing, and scanning speed. Each of these is easily set through the laser-operating software. These parameters have a direct effect of the surface topography and oxidation levels of the silicon substrates.
\nThe field emission scanning electron microscope images are an effective way of investigating the physical results from the laser ablation on the silicon samples. \nFigure 1\n shows the effect of different overlap numbers. At 1 overlap (OL), the line pattern is distinct and relatively clean. When the OL number is increased to 2, the line pattern is less definite and contains more irregularities. Finally, increasing the overlap number once again to 3, the line pattern is almost unrecognizable with a substantial amount of imperfections.
\nFESEM images of pattern overlaps of 1, 2, and 3 with a line spacing of 0.10 mm, a laser power of 10.5 W, a frequency of 100 kHz, and a scanning speed of 400 mm/s.
The effect of different line spacing was then investigated with FESEM. The overlap number was kept constant at 1. At the largest line spacing of 0.10 mm, the line pattern is discrete. At the smallest line spacing of 0.025 mm, the amount of imperfections is high with no distinctive line separation. The effect of line spacing can be seen in \nFigure 2\n.
\nFESEM images of line spacing of 0.025, 0.05, and 0.10 mm with an overlap number of 1, a laser power of 13.3 W, a frequency of 100 kHz, and a scanning speed of 400 mm/s.
Knowing that a higher overlap number and a smaller line spacing made for the highest level of laser-ablated substrate, a sample with 0.025 mm line spacing and three overlaps was created to observe the surface characteristics. The high magnification FESEM image in \nFigure 3\n of this sample shows a nanofibrous substrate. These nanofibers are the result of a high-energy reactive plume that forms on the surface during laser ablation [26]. The plume generates a heat-affected zone that causes the silicon ions to react with the oxygen ions, creating these nanoscale SiO2 fibers [27–29].
\nPresence of nanofibers detected on FESEM image of sample with three overlaps and 0.025 mm line spacing with power of 13.3 W, frequency of 100 kHz, and a scanning speed of 400 mm/s.
The effect of scanning speed was then investigated with 3D optical microscopy. The data of the results from scanning speeds of 100, 200, 500, 800, and 1000 mm/s are mapped and compared in \nFigure 4\n. It is expected that the lower scanning speeds have larger depths due to a higher number of pulses ablating the surface area. However, with a closer look at \nFigure 4\n, the lower scanning speeds have shallow depths and a relatively high wall of built-up material along the sides of the groove. At higher scanning speeds, when the pulses are farther apart, there is less penetration on the surface, leading to a shallower groove. At lower scanning speeds, the high-temperature ablated material from the walls caves back into the deep groove and solidifies into a much shallower groove than initially dredged. Scanning speeds of 200 and 800 mm/s show a deep groove with a smaller amount of material built up than the 100 mm/s sample.
\nProfile data from the 3D optical microscope for scanning speeds of 100, 200, 500, 800, and 1000 mm/s at an overlap number of 1, a power of 15 W, and a frequency of 100 kHz.
Eqs. (6) and (7) are then used to find the theoretical ablation depths at various scanning speeds. Observing the trend in \nFigure 5\n, it is clear that the ablation depth decreases with increasing scanning speed. Both the experimental data and theoretical results are in close agreement.
\nAblation depth after a train of pulses at difference scanning speeds at a power of 15 W and a frequency of 100 kHz.
Each sample was submerged in simulated body fluid (SBF) for 6 weeks and kept at a constant temperature of 36.5°C. The samples were then emerged from the fluid and assessed with energy-dispersive X-ray (EDX). The SBF-soaked samples were found to contain a traces of phosphorous and calcium, which is indicative of the presence of a bone-like apatite. Hydroxyapatite is formed by the nucleation of calcium phosphate ions [5, 27]. The silicon oxide layer created by the laser plume has a negative charge, which attracts the positively charged calcium phosphate. The resulting substrate contains this bone-like apatite, which was seen on the laser-treated silicon samples. The EDX results from the sample with three overlap and 0.025 mm line spacing can be seen in \nFigure 6\n.
\nEDX results of sample with three overlaps, 0.025 mm line spacing, 400 mm/s, a power of 13.3 W, and a frequency of 400 mm/s.
This presence of bone-like apatite confirms that the biocompatibility of pure silicon was enhanced with nanosecond laser pulses. A smaller line spacing and higher overlap number generates more SiO2 nanofibers, which provides a favorable site for the nucleation of apatite.
\nThe range of frequencies used in this section is 25, 70, and 100 kHz. For these experiments, the scanning speed was kept constant at 100 mm/s, the power at 15W, and the overlap number at 1.
\n\n\nFigures 7\n and \n8\n show the topography changes in the frequency samples. A lower frequency produces a wider and shallower groove, while the higher frequencies yield a thinner yet deeper ablated groove. The theoretical results in for a single pulse in \nFigure 9\n show that the groove increases in depth and decreases in width as frequency increases, which is in close agreement with the experimental results.
\n3D optical microscopy images of samples with frequencies of 25, 70, and 100 kHz at a power of 15 W, a scanning speed of 100 mm/s, and 1 overlap.
Experimental profile data from the 3D optical microscope for frequencies of 25, 70, and 100 kHz at an overlap number of 1, a power of 15 W, and a scanning speed of 100 mm/s.
Theoretical profile data for a single pulse for frequencies of 25, 70, and 100 kHz at an overlap number of 1, a power of 15 W, and a scanning speed of 100 mm/s.
The temperature is determined for each frequency with Eq. (3) and can be found in \nFigure 10\n. The higher temperatures are associated with the lower frequencies on both z-axis and r-axis. By increasing the frequency, the pulse energy decreases which results in lower temperatures and a smaller heat-affected zone [30]. Due to reduced size of the heat-affected zone, the shape of the groove consequently changes size as well. This results in the thinner grooves at higher frequencies. Each recurring pulse adds to the penetration of preceding pulse. Higher frequencies have more pulses, resulting in a deeper penetration of the surface, which develops a trench with a larger depth.
\nThe single-pulse temperature on the surface of the silicon with respect to radius.
Mouse embryonic fibroblast cell interactions were examined for each frequency. The cell count in \nFigure 11\n establishes that there are a higher number of cells in the higher frequency grooves. The cells show a strong preference for the treated areas and show avoidance in the untreated areas. There is also a presence of fibronectin within the cells, which is an ECM protein secreted during embryonic development and wound healing, potentially leading to collagen deposition and tissue morphogenesis [30, 31]. These results confirm that the biocompatibility is enhanced with higher frequencies.
\nThe number of cells within the laser-treated groove for each frequency as well as the amount of cells outside the groove within 100 μm from the edge of the groove [
Laser power immensely influences the surface properties when treatment is done to a material. The power for this section varies from 7, 10 to 15 W. For these experiments, the frequency was kept constant at 100 kHz, the scanning speed was set to 400 mm/s, and the overlap number was 1.
\nThe FESEM images of each power sample are shown in \nFigure 12\n. The experimental 3D optical microscopy profile data is shown in \nFigure 13\n. These results show that at higher powers, the groove will increase in both width and depth. Unlike the frequency trends, the size of the heat-affected zone increases with power. The theoretical single-pulse depths found with Eq. (5) are shown in \nFigure 14\n. These results also show that the groove width and depth increase with power and are in close agreement with the experimental results.
\nFESEM images of samples with powers of 7, 10, and 15 W at a frequency of 100 kHz, a scanning speed of 400 mm/s, and 1 overlap.
Experimental profile data from the 3D optical microscope for powers of 7, 10, and 15 W at an overlap number of 1, a frequency of 100 kHz, and a scanning speed of 400 mm/s.
Theoretical profile data for a single pulse for powers of 7, 10, and 15 W with an overlap number of 1, a frequency of 100 kHz, and a scanning speed of 400 mm/s.
The temperature is determined for each power with Eq. (3) and can be found in \nFigure 15\n. As expected, the higher temperatures are found with higher powers. At lower powers, the heat-affected zone is smaller, allowing for both a thinner and shallower groove. When the pulse power is increased, the temperatures in the high-density plume are increased, causing more generation of the SiO2 nanofibers [26].
\nThe single-pulse temperature on the surface of the silicon with respect to radius. Tb is the boiling temperature of silicon at 3538 K.
Samples were once again assessed with fibroblast culturing for each power. When viewing the cell interactions under the microscope, cells were accumulated inside the laser-treated area as expected. Interestingly, the cell count was low directly beside the grooves and began to become more concentrated farther away from the edge of the groove. The fibroblasts avoided the zones immediately beside the grooves on each side. This can be seen in \nFigure 16\n.
\nFibroblast cells avoiding the zones beside the grooves for powers of 7, 10, and 15 W.
This phenomenon is a result from the shockwave that is generated from the high-energy plume during laser ablation [26]. The shockwave transfers energy to the surface with results in high intensity thermal stress. The thermal shock causes a small zone directly beside the ablated areas, which contains residual stress. When the power is increased, there is a larger transfer energy, resulting in a larger stress zone. These residual stress zones contain mismatched crystal orientations due to tensile stresses causing crystal distortion.
\nKnowing that the power level of the laser pulse can control the residual stress zone size and cell behavior, this research can provide opportunities in cell manipulation and cell programming.
\nThis chapter aims to introduce nanosecond laser processing for the enhancement of biocompatibility of pure silicon for various biomedical technologies. These results can contribute to the design of manufacturing processes of innovative biomedical devices to enhance the quality of living for a number of individuals. This research investigates the trends of various laser parameters including three scanning parameters (line spacing, overlap number, and scanning speed), pulse frequency, and laser power. Biocompatible
“Despite the diversity among NPOs, there is one thing that they have in common–
Moreover, most studies conceptualize the public’s trust in nonprofit organizations primarily according to a “narrow” relationship management perspective. This perspective equates the general public with nonprofit stakeholders such as donors, volunteers, or public authorities that are directly related to the organization through actual experiences and transactions, and stronger relationships respectively. Bryce [2], for example, argues that “[t]he public’s positive or negative experiences in core transactions with an organization may be the principal bases for the impairment or improvement of the public trust”. To restore and improve public trust in nonprofit organizations, he accordingly suggests the use of relationship marketing concepts. Similarly, Sargeant and Lee [7] put public’s trust at the core of a relational fundraising approach, even though the authors find empirical evidence that “trust may operate at two levels distinguishing donors from non-donors”. However, the very same approaches to address both donor and public trust may not be reasonable.
This chapter calls into question former relationship-focused conceptualizations of public trust. The aim of this chapter is hence to move beyond the narrow trust perspective to conceptualize and operationalize public’s trust in nonprofit organizations in accordance with a broader perspective. That is, the larger public had no or few actual transactions with the organization yet, and rather vague assumptions or interests based on initial points of contact such as through the media, word-of-mouth, or the organization’s fundraising activities. In the case of a series of positive contact points, a stronger relationship might evolve subsequently at a later stage [8]. The nature of public’s trust in nonprofit organizations hence depends upon few contact points between the public and the organization, which are embedded in a comparatively loose connection between those involved. To directly address these contact points, the current chapter suggests that nonprofit organizations can send signals through the implementation of branding and accountability strategies, rather than through relationship management approaches. These strategies arise from the broad trust perspective, and from recent trends in nonprofit trust literature that turned out to be most promising, also as strategies for restoring public’s trust in the case of a scandal as we have seen them repetitively in the nonprofit domain over the past years. As such, they have ability to directly influence the mechanisms that are related to public’s trust in nonprofit organizations.
To fully evolve, this chapter claims public trust to be associated with five mechanisms, including 1) promise of mission and values, 2) organizational reputation, 3) transparency and accountability, 4) performance and social impact, and 5) use of contributions. It follows that public trust depends on how well the organization performs relating to each of these fields that act as mechanisms for strengthening trust. In contrary, if the nonprofit organization blocks one or more of these mechanisms, it impairs this trust; and at its worst, a corresponding scandal is likely to be provoked. Both for the improvement and impairment of public’s trust in nonprofit organizations, this chapter provides nonprofit scholars and managers with insights into the mechanisms behind it, and provides strategies to successfully build, maintain, and restore public trust.
The nonprofit organizations’ very existence is assumed to be based on their greater trustworthiness. Nonprofit organizations are prohibited by law from distributing profits to private parties, and unlike their commercial counterparts, they do not have legal owners with residual claims [5, 9]. The nonprofit character accordingly provides signals of trust that help the public and other nonprofit stakeholders to overcome uncertainty caused by agency problems regarding the organizations’ behavior and quality [4, 5, 10]. In view of some of the most recent nonprofit scandals (e.g. SOS-Children Villages or Oxfam’s scandals of misconduct), scholars yet question the effectiveness of Hansmann’s [9] nondistribution constraint alone to mitigate these scandals’ effects [10]. Where the nonprofit character by itself cannot offer assurance regarding the organizations’ good intentions, and the public has difficulties assessing the organizations trustworthiness, additional trust signals are vital [2, 11, 12].
According to the narrow perspective, these signals primarily refer to relationship-based management, marketing, and fundraising measures that are suitable to target stakeholders such as donors, or volunteers within a stronger relationship. Bryce [2] suggests sending a series of relationship messages, for example, with the purpose of affirming the ability to make discretionary decisions regarding the use of contributions, or communicating realizable future performances. As such, the narrow perspective assumes a stronger transactional relationship between the public and the organization, expecting the public to be susceptible to these messages. Although someone who has already donated to an organization is expected to value messages on how his or her donation is used, this chapter questions the larger public to be susceptible to corresponding messages. According to the broad perspective, the larger public rather relies on general cues or signals that may be derived from an organization’s self-assessments, statements relating to the organizational mission and values as well as fundraising activities, annual reports, or websites. Third-party organizations such as watchdogs and funding agencies, or even word-of-mouth, and the media can provide additional signals to inform the public’s assessments of the organization’s trustworthiness [13, 14]. It follows that nonprofit organizations, in turn, must be able to identify and communicate trust building signals to stakeholders and the larger public to cultivate trust within their network of relationships [12]. See Table 1 for a comparison of both perspectives on public’s trust in nonprofit organizations.
Perspectives on public Trust in Nonprofit Organizations.
Within this context, scholars have defined public’s trust in nonprofit organizations mainly in accordance with a rather narrow trust perspective, and relating to strong stakeholder relationships (e.g., [1, 2, 7]). They accordingly refer to trust as a two-dimensional construct. The first dimension refers to generally positive trust-related expectations, or specific characteristics of the trustee (the nonprofit organization), such as its ability, benevolence, and integrity. Considering the special features of organizations from the nonprofit sector, the benevolence dimension is particularly dominant in this domain [16, 17]. The second dimension refers to the (nonprofit) stakeholder’s willingness to accept vulnerability, which comes with an element of risk [18]. According to the broad perspective, public trust, however, evolves in the context of weak relationships between organizations and the larger public, based on initial points of contact. Such contact points may sufficiently inform the public’s assessments of the organization’s general trustworthiness, yet, do not contain major elements of risk. For example, if an individual from the larger public derives information from an organization’s website, this may shape the individual’s first opinion on the organization’s trustworthiness but he or she does rather face no or a weak risk at this point of (weak) relational involvement with the organization. Therefore, this chapter draws on a definition highlighted by Becker et al. [15], that builds on Morgan and Hunt’s conceptualization ([19]: 23) to explicitly focus on the first dimension, and conceptualize public trust as “existing when one party has confidence in an exchange partner’s reliability and integrity”. Public trust is hence considered an aggregate of each interaction between an individual and the organization, which further reflects the overall public attitude towards an organization [15, 20].
Based on an extensive literature review as well as former trust conceptualizations (e.g., [2]), this chapter presents five mechanisms that are associated with public’s trust in nonprofit organizations. The mechanisms relate to fundamental principles and special features of nonprofit organizations, and corresponding processes in the sector. Following all five mechanisms are explained in detail. That is, the mechanisms’ bases for the development of public trust as well as managerial actions that potentially impair public trust are presented. Table 2 illustrates the mechanisms in an overview.
Mechanism | Basis for public trust | Managerial action impairing public trust | Strategies to build, maintain, and restore public trust | |
---|---|---|---|---|
Nonprofit branding | Voluntary nonprofit accountability | |||
1. Promise of mission and values | Adherence to act according to organizational mission and values |
| Ability to signal the organization’s mission and core values | Ability to signal adherence to the organization’s mission and core values |
2. Organizational reputation | High organizational reputation (competence and likeability) |
| Ability to enhance organizational reputation through shaping single brand images | Ability to contribute to the organizational reputation through joining high-reputational initiatives |
3. Transparency and accountability | Compliance with transparency and accountability standards |
| Ability to signal integrity and accountability | Ability to strengthen compliance with transparency and accountability standards |
4. Performance and social impact | Financial, stakeholder, market, and mission performance, mission impact |
| Ability to signal quality regarding performance and impact | Ability to signal quality regarding performance and impact (e.g., performance and impact seals) |
5. Use of contributions | Mission-based use, discretion, preservation |
| Ability to signal the adequate use of contributions | Ability to (externally) certify the adequate use of contributions |
Five Mechanisms that are Associated with Public Trust in Nonprofit Organizations.
Promise of mission and values is the first mechanism that is associated with public’s trust in nonprofit organizations. An organization’s mission refers to the organization’s long-term objective and determines its strategic direction [21], and is thus also relevant to public trust [2, 7, 22]. Values further range from ethical responsibilities to competitive values, and specify how an organization conducts its activities and strategies [23]. In the nonprofit sector values such as altruism, humanity, equality, helpfulness, but also trustworthiness and honesty are prominent [23, 24], having distinct impacts of public’s trust. Both missions and values can vary considerably across organizations, with substantially different meanings and relevance for the larger public as well as other stakeholders [14, 25]. For example, Oxfam states its organizational mission, as follows “We fight inequality to end poverty and injustice.”, and “commit[s] to living [their] values [in particular, equality, empowerment, solidarity, inclusiveness, accountability, courage] so that [they] can be known for [their] integrity. This means transforming [their] governance, management, and operational structures, and nurturing a culture of continuous learning and reflection” [26]. The principal basis for public trust relates to the organization’s adherence to act according to its organizational mission and values. If organizations, however, violate or misrepresent these, public trust is impaired [2]. Also, a lack of clarity in expressions of mission statements and values may impair public trust such that the public perceive nonprofit managers as insincere about their true goals, and therefore assess the organization’s trustworthiness as significantly lower [27].
The organizational reputation constitutes the second mechanism that is associated with public’s trust in nonprofit organizations. Organizational reputation, namely the collectively held mental image of the organization [28, 29], is considered a highly important intangible asset in nonprofit organizations [30]. It consists of different mental images across various stakeholder groups that can vary highly depending on which assessments are gathered. In view of recent nonprofit scandals, the reputation of nonprofit organizations has been tremendously threatened because it is influenced through monitoring problems. According to Prakash and Gugerty [10], “[i]t is not an exaggeration to say that the negative reputational effects of a few ‘bad apples’ are beginning to undermine the reputation of the sector as a whole”, and the organizational reputation has distinct impacts on public trust [31]. In the nonprofit sector, reputation is conceptualized primarily with respect to the organization’s competences and its likeability that accordingly acts as a basis for public trust [29]. If an organization, in turn, cannot maintain its images as sufficiently competent and likeable across a variety of people, public trust is impaired.
Transparency and accountability represent the third mechanism that is related to public trust. Its importance is based on the fact that in the nonprofit domain organizations are – dependent on the home countries’ varying regulations – are more or less not obliged to comprehensively report financial and non-financial information publicly. However, we know about the importance of transparency and accountability standards in the sector that is vital to improve public trust [32, 33, 34]. That is, nonprofit stakeholders and the larger public face uncertainty because they cannot easily observe the organization’s project and operational expenses, and so its behavior and the quality of services [10]. It follows that high transparency and compliance with transparency and accountability standards build an essential basis for public trust [10, 34, 35]. This basis is threatened through organizations that lack transparency, or (at its worst) do not comply with legal accountability standards and requirements.
The organization’s performance and social impact represent the fourth mechanism that improves public trust. Nonprofit organizations often provide services that are highly intangible and of which the quality is difficult to observe [16]. The organization’s performance in the form of financial, stakeholder, market, and mission performance is hence difficult to verify both for contributors and beneficiaries, and even more so, for the larger public [14]. Achieving and measuring actual impacts has been found to be increasingly important for organizations and their contributors; yet, social impact measurement is still in its infancy, and few organizations have capacities for accordant evaluations [36]. Despite agency problems regarding the organizations’ performances and social impacts, they form the basis to ultimately further the mission. It follows that organizational performance (and to a growing extent, also social impact) are particularly relevant for public’s trust. Impairments of public trust accordingly include organizational mal-performance [2], and no social impact.
The use of contributions is the fifth mechanism that is associated to public’s trust in nonprofit organizations. That is, the majority of nonprofit organizations rely on external funding (for example, from private and corporate donors, or public authorities and foundations) to finance the organization’s project and operating expenses, to ultimately ensure the organization’s continuation. The principal basis for improving public trust according to this mechanism is the mission-based use as well as discretion in the handling of contributions, and its preservation. On the other hand, trust is impaired through managerial actions such as misuse, misrepresentation, negligence, and imprudence in the handling of donations and other contributions [2, 37]. In the past, the unreasonable use of contributions have been particular serious in some cases, and subsequently resulted in a nonprofit scandal that affected not only involved organizations, but questioned the legitimacy also of other organizations in the nonprofit sector. For example, in 2014, Greenpeace International’s use of contributions created a scandal because an employee of the organization used large amounts of donated funds for foreign exchange trading [38]. In contrary, it is assumed that nonprofits clearly stating their use of contributions exhibit higher levels of trustworthiness. Some organizations recently started to develop new marketing and fundraising models around this topic. For example, the nonprofit organization
Pursuant to conceptualizations of the narrow relationship management perspective, scholars rarely distinguish between the larger public and other external stakeholder groups in their operationalizations of public trust. In their study on public’s trust in nonprofit organizations, Sargeant and Lee [7] yet found empirical evidence indicating that donors place significantly more trust in charitable organizations than non-donors. Because only few operationalizations and measurement approaches explicitly focus on public trust, this chapter involves also those focusing on donor trust. Table 3 shows the prevailing trust measurement scales in the nonprofit sector.
First category: Second-order construct operationalizations | ||||
---|---|---|---|---|
Donor trust | ||||
First-order dimensions and measurement items (7-point scale; anchored at | ||||
1. Relationship investment 2. Mutual influence 3. Forbearance from opportunism 4. Communication acceptance | 1. I read all the materials (this NPO) sends to me. 2. Supporting (this NPO) is very important to me. 3. I would not encourage others to support (this NPO). 1. I share the views espoused by (this NPO). 2. (This NPO) does not reflect my views. 3. I feel I can influence policy in (this NPO). 4. I find myself influenced by (this NPO). 1. I am very loyal to (this NPO). 2. (This NPO) is one of my favorite charities to support. 3. My giving to (this NPO) is not very important to me. 4. My giving to (this NPO) is high on my list of priorities. 1. I look forward to receiving communications from (this NPO). 2. I do not enjoy the content of communications from (this NPO). 3. Communications from (this NPO) are always informative. | |||
Second category: Scale measurement approaches | ||||
Donor trust | ||||
(7-point scale; anchored at | ||||
1. The NPO are very unpredictable. I never know how they are going to act from one day to the next. 2. I can never be sure what the NPO are going to surprise us with next. 3. I am confident that the NPO will be thoroughly dependable, especially when it comes to things that are important to my organization. 4. In my opinion, the NPO will be reliable in the future. 5. The NPO would not let us down, even if they found themselves in an unforeseen situation (e.g., competition from other funders, changes in government policy). | ||||
(5-point scale; anchored at | ||||
Ability Willingness | 1. In my opinion, the NPO is competent. 2. I have the feeling that the NPO knows its business. 3. I believe that the NPO is able to achieve the goals, which it commits itself to. 4. I am convinced that the NPO is able to keep its promises. 5. In my opinion, the NPO has the skills and the qualification to act reliably. 1. In my opinion, the NPO is trustworthy. 2. I think that the NPO is honest to its donors. 3. I can rely on the NPO. 4. I am convinced of the NPO’s willingness to keep its promises. 5. The NPO acts altruistically. | |||
Public and donor trust | ||||
(7-point scale; anchored at | ||||
1. I would trust this NPO to always act in the best interest of the cause. 2. I would trust this NPO to conduct their operations ethically. 3. I would trust this NPO to use donated funds appropriately. 4. I would trust this NPO not to exploit their donors. 5. I would trust this NPO to use fundraising techniques that are appropriate and sensitive. | ||||
(7-point scale; anchored at | ||||
1. To always act in the best interests of the cause. 2. To conduct their operations ethically. 3. To use donated funds appropriately. 4. Not to exploit their donors. 5. To use fundraising techniques that are appropriate and sensitive. | ||||
(7-point scale; anchored at | ||||
1. I trust this NPO to always act in the best interests of the cause. 2. I trust this NPO to conduct its operations ethically. 3. I trust this NPO to use donated funds appropriately. |
Operationalizations and measurement approaches of public Trust in Nonprofit Organizations.
Note. α = Cronbach’s alpha; AVE = average variance extracted; n.r. = values not reported.
The existing operationalizations and measurement approaches relating to (public) trust in nonprofit organizations can be divided into two categories. The first category refers to second-order trust operationalizations, and few scholars operationalize trust in the nonprofit sector by means of second-order-constructs (e.g., [40, 41]). Corresponding operationalizations come from the narrow relationship management perspective such that they focus on trust emerging from stronger relationships between donors and nonprofit organizations. For example, Sargeant and Lee [40, 41] operationalize donor trust with respect to four components: 1) relationship investment, 2) mutual influence, 3) forbearance from opportunism, and 4) communication acceptance. The authors claim this operationalization of trust only to be relevant “in the context of a donor’s relationship with a specific organization” ([40]: 618) as the dimensions are based on an existing donor-organization-relationship. The respective first-order dimensions show sufficient high values of Cronbach’s alpha, and average variance extracted, exceeding the respective thresholds of .70, and of .50 respectively [44, 45]. It is important to note that the four dimensions do not include any of the two trust dimensions (trustworthiness of NPO and risk for donors), given that the authors rather identified “key behaviors indicative of the presence [of trust]” ([7]: 616).
The second category relates to scale measurement approaches of trust in the nonprofit sector that directly address the trust concept as outlined in this chapter. Most studies fall into this category, and either measure trust according to a narrow or a broad perspective (e.g., [8, 17, 42, 46]). That is, most measurement scales seek to measure donor trust, whereas one prevailing measurement scale is used both in the context of donor and public trust. All scales exhibit sufficient psychometric properties. The measures explicitly focusing on donor trust emerge from the narrow perspective, such that they include the first dimension of trust, measuring the organization’s trustworthiness; to a lesser extent, they also include the risk dimension [17, 42]. The measures to operationalize both donor and public trust have been used in two ways: They include either the measurement items (1)–(3) [46], or all items (1)–(5), which specify additional donor and fundraising aspects [7, 8]. The latter rather emerges from a narrow perspective, and more strongly focuses on trust in the context of donor and fundraising issues. As such, the measure also refers to the potential risk of donors [7, 8]. In contrast, Sargeant and Woodliffe’s [46] scale includes the measurement items (1)–(3). The scale explicitly focuses on the first trust dimension, such that corresponding items target the nonprofit organization’s trustworthiness, and relate to weaker relationships between organizations and the public. Against this background, and in accordance with the broader perspective, this chapter suggests that Sargeant and Woodliffe’s scale is particularly suitable for operationalizing public trust. However, these items still do not address all mechanisms that are associated with public’s trust, and the accordant measurement scale is therefore capable of improvement (see future research ideas).
To build and maintain public’s trust in nonprofit organizations, this chapter claims strategies from the field of nonprofit branding as well as nonprofit accountability to be of great significance. They are also suitable for restoring public trust, if managerial action has led to its impairment. Of particular importance are these strategies in the case of nonprofit scandals. One the one hand, they can help involved nonprofit organizations to recover from scandals. On the other hand, they have great ability to protect other nonprofit organizations from negative spillover effects in the sector. The underlying rationale of the functioning of these strategies is that external stakeholders face uncertainty regarding the organization’s trustworthiness [10], and they “seek assurances beyond those provided by public regulations that organizations are behaving responsibly, following societal expectations and norms of behavior” ([13]: 1). This is where strategies of nonprofit branding and nonprofit accountability provide assurance for the public, attesting the organization’s trustworthiness [47, 48].
The first strategy of improving public’s trust in nonprofit organizations refers to the field of nonprofit branding. Precisely, the nonprofit brand equals a “shortcut” that provides the general public with valuable information about the nonprofit organization ([49]: 22). In particular, the brand’s signaling function enables organizations to spread signals relating to the organization’s mission and core values [49, 50]. It thus has the ability to clearly inform the public’s assessments of the organization’s trustworthiness with respect to its mission and values as well as its performance. Moreover, branding strategies can effectively target the various mental images of nonprofit stakeholders, to successfully build up a high organizational reputation. A strong brand ultimately has the potential to act as an additional safeguard and reinforcement to the public along with the nondistribution constraint, which may represent a seal of trust [51]. For Sargeant [8], nonprofit brands “are in essence a promise to the public that an organization possesses certain features or will behave in certain ways”. In this line, Laidler-Kylander and Stenzel [49] “believe that the brand is the vehicle for building this trust”. A strong nonprofit brand can accordingly protect the respective organization against negative spillover effects caused by other nonprofit organizations, and they are less susceptible to risk [51]. In their prominent article “The Role of Brand in the Nonprofit Sector”, Kylander and Stone [52] share their results evaluating the brand of one of the biggest nonprofit organizations worldwide, the World Wildlife Fund (WWF), citing Marsh, COO of the WWF, as follows “Our brand is the single greatest asset that our network has, and it’s what keeps everyone together” ([52], p. 5).
The second strategy of improving public’s trust in nonprofit organizations arises from the field of nonprofit accountability. Nonprofit accountability and governance programs and initiatives aim to develop common standards across nonprofit organizations to support good governance in nonprofit sectors worldwide. In particular, voluntary nonprofit accountability in the form of various codes of conduct, self-regulation mechanisms, and certification and accreditation schemes has great potential to improve and restore public’s trust in nonprofit organizations [10, 32, 35, 48, 53]. Slatten et al. [48] argue that “the adoption of standards for ethical and accountable behavior may provide the solution [to the climate of shaken public trust in the non-profit sector]”. First empirical evidence shows that voluntary accountability, and externally certified accountability (including accreditation systems), can enhance public trust in nonprofit organizations [32, 53]. It follows that organizations increasingly devote efforts to demonstrating their trustworthiness with various seals and certifications [2, 34, 51]. Precisely, voluntary nonprofit accountability strategies address the trust-driving mechanisms by their ability to signal adherence to the organization’s mission and core values, and regarding the quality of organizational performance [32]. These strategies further contribute to the organizational reputation by joining high-reputational initiatives [13], and they particularly strengthen compliance with certain transparency and accountability standards, also through (external) certifications that attest the organization’s adequate use of contributions [37, 53].
This chapter also suggests directions for further research regarding public trust in nonprofit organizations. First, although a number of scholars agree that public’s trust in (charitable) nonprofit organizations is under increasing pressure (mainly caused by public scandals and commercialization issues) [54, 55], other scholars find no empirical evidence for decreased public trust and confidence in the nonprofit sector (e.g., [56]). When related to the important component of giving behavior, a recent meta-analysis by Chapman et al. [6] showed that even though trust is often assumed to affect giving, the body of evidence available for their analysis was rather small. Against this background, a first research idea relates to investigations of public trust among different nonprofit organizations based on, for example, the ICNPO categories, organizational mission categories, or other classifications. Precisely, public trust may be high relating to cultural organizations, but lower in the health sector, and thus vary among the different organizations. Evidence also confirms the link between people’s trust and the organizations’ mission category. Considering the organizational diversity in the nonprofit sector, scholars, such as Kearns [1] and O’Neill [56], propose a more differentiated perspective to distinguish between several nonprofit industries. Further research should take the organizational diversity in the nonprofit sector into account.
Second, few operationalizations and measurement approaches focus explicitly on the public’s trust in nonprofit organizations. Given the high importance of the public’s trust for nonprofits and corresponding ways to measure it, the second future research idea relates to scale development processes for public trust. These processes should accordingly be based on the broader trust perspective, such that they relate to weaker relationships between organizations and the general public. On the one hand, scholars could build on Sargeant and Woodliffe’s [46] measurement scale, and include additional items that address the five trust driving mechanisms. On the other hand, scholars could operationalize public trust as a second-order construct. The five mechanisms accordingly provide the basis for first-order dimensions, and corresponding measurement items respectively.
Third, nonprofit branding and nonprofit accountability strategies are first attempts to improve and restore public’s trust in nonprofit organizations. However, conceptual and empirical research on the link between public trust and accordant research fields and strategies still is limited. Yet, both nonprofit branding and nonprofit accountability have gained increasing importance over the past few years, and scholars have found them to be very promising, in particular in the context of trust research [8, 10, 32, 48, 49]. Another future research idea accordingly refers to this topic, to further investigate the link between these research fields and public’s trust. Findings could be used to provide nonprofit managers with more specific recommendations to further improve public’s trust in nonprofit organizations. This chapter thus points to the overall need to further the public trust discussion.
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He has also edited two international books and authored more than 150 communications or posters for the most important international and Italian ophthalmology conferences.",institutionString:'University of Campania "Luigi Vanvitelli"',institution:{name:'University of Campania "Luigi Vanvitelli"',institutionURL:null,country:{name:"Italy"}}}]},{type:"book",id:"7560",title:"Non-Invasive Diagnostic Methods",subtitle:"Image Processing",coverURL:"https://cdn.intechopen.com/books/images_new/7560.jpg",slug:"non-invasive-diagnostic-methods-image-processing",publishedDate:"December 19th 2018",editedByType:"Edited by",bookSignature:"Mariusz Marzec and Robert Koprowski",hash:"d92fd8cf5a90a47f2b8a310837a5600e",volumeInSeries:3,fullTitle:"Non-Invasive Diagnostic Methods - Image Processing",editors:[{id:"253468",title:"Dr.",name:"Mariusz",middleName:null,surname:"Marzec",slug:"mariusz-marzec",fullName:"Mariusz Marzec",profilePictureURL:"https://mts.intechopen.com/storage/users/253468/images/system/253468.png",biography:"An assistant professor at Department of Biomedical Computer Systems, at Institute of Computer Science, Silesian University in Katowice. 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