Table VI Examples of causal... | Emerald Publishing

Table VI

Examples of causal relationships in the reference model

Perspectives	Causal relationship	Direction +/−	References
Beneficiaries and donors	Organization reputation→attract volunteers and high-quality staff	+	Leete (2006) and Sarstedt and Schloderer (2009)
	Organization reputation→cooperation with other HOs	+	Daugirdas (2014)
	Organization reputation→long-term funding	+	Smith and Shen (1996), Sargeant (1999) and Brown and Slivinski (2006)
	Organization reputation→fundraising effectiveness	+	Cheung and Chan (2000) and Meijer (2009)
	Donor fatigue→donations	−	Wynter (2005), Brown and Minty (2008) and Tomasini and Van Wassenhove (2009)
	International media coverage→donations	+	Cheung and Chan (2000), Brown and Minty (2008) and Martin (2013)
	Unsolicited donation→causes bottlenecks in the supply chain (reduces service quality)	−	Van Wassenhove (2006), Besiou et al. (2011) and Burkart et al. (2017)
	Beneficiaries receiving relief (satisfied demand)→international media coverage	−	Besiou et al. (2011)
Internal processes	Inventory investment→beneficiaries satisfaction (number of people helped, on-time delivery, increase access to better services)	+	Balcik and Beamon (2008) and Kunz et al. (2014)
	Inventory investment (percentage of prepositioned goods)→improved service quality (actual delivery Time)	+	Balcik and Beamon (2008) and Galindo and Batta (2013)
	Improved service quality→beneficiaries satisfaction	+	Kovács and Tatham (2010)
	Improved service quality→organization reputation	+	Sarstedt and Schloderer (2009)
	Improved donor management→long-term funding	+	Sargeant et al. (2006) and Willems et al. (2016)
	Improved donor management→donation	+	Sargeant et al. (2006) and Willems et al. (2016)
	Improved donor management→organization reputation	+	Thomas and Kopczak (2005) and Willems et al. (2016)
Learning and innovation	Organizational capital (collaboration)→reduces cost in relief chain	+	Balcik et al. (2010) and Akhtar et al. (2012)
	Human resource management (qualified personnel having logistics knowledge)→organizational capital (Collaboration)	+	Thomas and Kopczak (2005), Balcik et al. (2010) and Kabra et al. (2015)
	Improving coordination and collaboration→improved service quality (shorter delivery time)	+	Balcik et al. (2010)
	Information capital and knowledge management→organizational capital (collaboration)	+	Howden (2009) and Kabra et al. (2015)
	Investment in human resources→improved service quality	+	Kovács and Tatham (2010) and Kovács et al. (2012)
	Managing job turnover→improves knowledge creation (contextual knowledge)	+	Telford and Cosgrave (2007), Thomas and Kopczak (2005), Kruke and Olsen (2012) and Apte et al. (2016)
Financial	Long-term funding→long-term contract with employees (less turnover)	+	Korff et al. (2015)
	Value of waivers as % of total procurement→transparency in HOs budget	+	Howden (2009)
	Number of waivers as % of total procurement transactions→transparency in HOs budget	+	Howden (2009)

Perspectives	Causal relationship	Direction +/−	References
Beneficiaries and donors	Organization reputation→attract volunteers and high-quality staff	+	Leete (2006) and Sarstedt and Schloderer (2009)
	Organization reputation→cooperation with other HOs	+	Daugirdas (2014)
	Organization reputation→long-term funding	+	Smith and Shen (1996), Sargeant (1999) and Brown and Slivinski (2006)
	Organization reputation→fundraising effectiveness	+	Cheung and Chan (2000) and Meijer (2009)
	Donor fatigue→donations	−	Wynter (2005), Brown and Minty (2008) and Tomasini and Van Wassenhove (2009)
	International media coverage→donations	+	Cheung and Chan (2000), Brown and Minty (2008) and Martin (2013)
	Unsolicited donation→causes bottlenecks in the supply chain (reduces service quality)	−	Van Wassenhove (2006), Besiou et al. (2011) and Burkart et al. (2017)
	Beneficiaries receiving relief (satisfied demand)→international media coverage	−	Besiou et al. (2011)
Internal processes	Inventory investment→beneficiaries satisfaction (number of people helped, on-time delivery, increase access to better services)	+	Balcik and Beamon (2008) and Kunz et al. (2014)
	Inventory investment (percentage of prepositioned goods)→improved service quality (actual delivery Time)	+	Balcik and Beamon (2008) and Galindo and Batta (2013)
	Improved service quality→beneficiaries satisfaction	+	Kovács and Tatham (2010)
	Improved service quality→organization reputation	+	Sarstedt and Schloderer (2009)
	Improved donor management→long-term funding	+	Sargeant et al. (2006) and Willems et al. (2016)
	Improved donor management→donation	+	Sargeant et al. (2006) and Willems et al. (2016)
	Improved donor management→organization reputation	+	Thomas and Kopczak (2005) and Willems et al. (2016)
Learning and innovation	Organizational capital (collaboration)→reduces cost in relief chain	+	Balcik et al. (2010) and Akhtar et al. (2012)
	Human resource management (qualified personnel having logistics knowledge)→organizational capital (Collaboration)	+	Thomas and Kopczak (2005), Balcik et al. (2010) and Kabra et al. (2015)
	Improving coordination and collaboration→improved service quality (shorter delivery time)	+	Balcik et al. (2010)
	Information capital and knowledge management→organizational capital (collaboration)	+	Howden (2009) and Kabra et al. (2015)
	Investment in human resources→improved service quality	+	Kovács and Tatham (2010) and Kovács et al. (2012)
	Managing job turnover→improves knowledge creation (contextual knowledge)	+	Telford and Cosgrave (2007), Thomas and Kopczak (2005), Kruke and Olsen (2012) and Apte et al. (2016)
Financial	Long-term funding→long-term contract with employees (less turnover)	+	Korff et al. (2015)
	Value of waivers as % of total procurement→transparency in HOs budget	+	Howden (2009)
	Number of waivers as % of total procurement transactions→transparency in HOs budget	+	Howden (2009)

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