Center on Philanthropy has been biannually conducting research on non-profit organizations since Giving Korea 2017. As it is also ongoing this year, the center would like to go over Giving Korea 2017, 2019, and 2021. Please refer to the down below.

Giving Korea 2017 : “Who Moves Non-Profit in Korea”

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– Studies on operational status and governance structure of nonprofit, public welfare corporations.
– Main Findings : ① The non-profit, public welfare corporations held 3.5 Board of Directors(BOD) meetings in a year, in average – the BOD meetings were not held quarterly. ② The BODs were formed by 9 directors in average, and the number grew in proportion to the growth of expenditure on the corporation’s originally intended projects. ③ 14% of the directors were women. The directors in their 50s~60s took 90.7% share. more…





Giving Korea 2019 : “How do Korean NPOs Work?”

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Research on the general situation, CEOs, transparecy, and board members
– Key Findings : ① [CEO] 74.5 percent are male and 25.5 percent are female (one-fourth of the total number), with an average age of 57 and an average period of employment is approx. 8 years. In comparison of organizations founded around 2000, those founded after 2000 had a larger percentage of CEOs with “work experience in the for-profit sector,” indicating that for-profit leadership is gaining influence in the non-profit environment. ② [Board] 98.9% of NPOs have 12 board members in average. The number of donor/member representatives was higher in organizations founded after 2000, as were the numbers of founders and CEOs as BODs. ③  [Transparecy] level of transparency is relatively high when it comes to the disclosure of related information and engaging in the general public interactions. more…



Giving Korea 2021 : “Why Do We Work for NPOs?”

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Research on human resource management (HRM) in NPOs and career movement in the sector
– Key Findings : ① 10% of the labor market work in the non-profit sector in Korea. The non-profit sector’s major age groups have shifted from people in their 70s and 80s interested in the labor movement and social advocacy to diverse age groups with a variety of motivations. ② The most frequently cited work motivations were income level (40%), major and interest (35%), and possibility of personal growth (26%), followed by value and mission (35%), and contribution to the public interest (26%). ③ There was a strong correlation between satisfaction of job and HRM. Securing the fairness of promotion and compensation systems, in particular, was critical for increasing worker satisfaction. more…