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Mason, D. P. (2020). Diversity and inclusion practices in nonprofit associations: A resource-dependent and institutional analysis. Journal of Public and Nonprofit Affairs, 6(1), 22–43.
As you continue to develop your resource plans, ensuring these plans account for inclusivity even when faced with resource constraints may prove challenging. This research provides context on the role of leadership in implementing diversity and inclusivity practices within organizations, as well as the role resources may play in these efforts.

Mendel, S. C. (2017). Workarounds in nonprofit management: Counter theory for best practices innovation. Journal of Ideology, 38(2), 1–31.
Scarce resources often generate workarounds designed to help organizations meet their objectives; this innovative thinking is often overlooked or underappreciated. This article discusses the role of best practices within the nonprofit sector and how workarounds may help streamline or refine these practices.

Haney, D. P. (2020). Rebooting a COVID- 19-stalled strategic planning process: Try reframing traditional assumptions with these four steps. Planning for Higher Education, 48(3), 44–52.
COVID-19 has thrown many aspects of people’s lives into disarray; strategic planning is yet another arena where progress may have stalled in the wake of lockdowns and furloughs. Using a design thinking approach may help reframe and restart efforts.

Cleaver, S. R., Magalhaes, L., Bond, V., & Nixon, S. A. (2017). Exclusion through attempted inclusion: Research experiences with Disabled Persons’ Organisations (DPOs) in western Zambia. Disability, CBR & Inclusive Development, 28(4), 110–117.
When working with marginalized groups, it is essential to ensure your work is not inadvertently excluding those it purports to serve. This study provides useful reflections and ‘lessons learned’ on how organizations may be able to avoid disconnects between those who are served by the organization and those representing the nonprofit to others.