Abstract

As artificial intelligence (AI) reshapes nearly every sector, global nonprofits face a distinct challenge: embracing innovation without compromising their core missions. This study investigated how three leading nonprofit organizations--the National Red Cross and Red Crescent Societies, the Brookings Institution, and the Center for Creative Leadership--publicly framed their AI implementation approaches between 2018 and 2025. These organizations span the fields of humanitarian aid, policy research, and leadership development, offering a cross-sector perspective on how mission-driven institutions navigate technological transformation.Using a mixed-methods document analysis, this research examined both internal implementation narratives and outward-facing thought leadership. Findings revealed that while all three organizations emphasized mission preservation and ethical responsibility, their framing strategies diverged based on sector-specific priorities. The National Red Cross and Red Crescent Societies prioritized humanitarian ethics, data sensitivity, and operational precision in crisis contexts. The Brookings Institution emphasized methodological transparency, analytical rigor, and institutional credibility. The Center for Creative Leadership focused on enhancing human-centered learning and adaptive leadership in AI-augmented environments.

A key insight was the tension between aspiration and application. While thought leadership documents projected bold, future-oriented visions, implementation communications reflected more pragmatic, risk-aware messaging. This duality highlighted nonprofits' unique position as adopters and public interpreters of emerging technologies.

The study concluded that effective AI framing in the nonprofit sector hinges on three core capacities: maintaining mission alignment, engaging diverse stakeholders, and adapting organizationally within complex systems. These conclusions informed the development of the ETHOS Framework--Ethics, Transparency, Humanity, Openness, and Stakeholders--as a guiding model for socially responsible AI integration in mission-driven organizations.

Practical implications include the need for sector-specific AI strategies, internal capacity building, and more transparent public communication around risks, trade-offs, and ethical considerations. Recommendations call for increased investment in AI literacy for nonprofit leaders, longitudinal studies of organizational adaptation, and the development of cross-sector learning communities to share best practices. This research offers both a diagnostic lens and a strategic roadmap for nonprofits seeking to harness the potential of AI while upholding the values that define their work.

Library of Congress Subject Headings

Artificial intelligence—Social aspects; Nonprofit organizations—Management—Technological innovations; Organizational change

Date of Award

2025

School Affiliation

Graduate School of Education and Psychology

Department/Program

Education

Degree Type

Dissertation

Degree Name

Doctorate

Faculty Advisor

Paul Sparks

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