Martin's work focuses on managing large scale systems for change and development. He works at the intersection of the three sectors (public, private and nonprofit) to find long-term sustainable change orientations for communities. He has researched, facilitated and written about interorganizational cooperation, coordination and collaboration in development throughout Central and Eastern Europe during the transitioning early 1990s; the post conflict Balkans in the late 1990s and early 2000s; and most recently Haiti, after the earthquake in 2010. He also writes about nonprofit management, board governance, disaster, and community development domestically.
- Ph.D., SUNY Albany
- M.P.A., Indiana University
- B.S., University of Vermont
- Interorganizational partnering
- International development
- Organization theory
- Nonprofit management
- Public administration and policy
- Community development and change
- International development assistance
- Post-conflict transition
- Disaster and response
- Cross-sectoral and interorganizational relationships
- Public, private and nonprofit collaboration
- Community development
- Transitioning Europe
- Faculty / Staff Engagement Award, ECSU Center for Community Engagement (2010)
- CSU Trustees Research Award, Connecticut State University Board of Trustees (2007)
- Honorary Membership, Omicron Delta Kappa National Leadership Society (2007)
- Community Service Award, for American Humanics Student Association, State of Connecticut
Commission on Higher Education (2007)
- Police Citizens Award, Willimantic Police Department. (2005)
- Best Paper Award, Rockefeller College Review, Nelson A. Rockefeller College of Public Affairs and Policy, University at Albany, State University of New York. (2003)
- Best Dissertation Award, Academy of Management, Division of Public and Non-Profit Management, Denver. (2002)
- Distinguished Dissertation Award, Rockefeller College Graduate School of Public Affairs and Policy, State University of New York, University at Albany. (2002)
Millesen, J. and E. Martin (2013). Community Foundation Strategy: Doing Good and the Moderating Effects of Fear, Tradition, and Serendipity. Nonprofit and Voluntary Sector Quarterly 42 (5).
Nolte, I, Martin, E. and Boenigk, S. (2012). Cross-Sectoral Coordination of Disaster Relief. Public Management Review 14(6): 707-730.
Martin, E. (2011). Media Reform and Development in Bosnia: An Interorganizational Account of the Media Issues Group, South East European Journal of Economics and Business 6(1): 85-98.
Martin, E. and Fahey, B. (2009). The Interorganizational Challenge of Agricultural Reform in Bosnia and Herzegovina, South East European Journal of Economics and Business 4(2): 7-22.
Martin, E. (2007). The Co-evolution of Development Needs and IOR Forms: Development by Committee in Bosnia, International Public Management Journal 10(1): 59-77.
Martin, E.C., S.R. Faerman & D.P. McCaffrey. (2006). Cooperation after war: International development in Bosnia, 1995 to 1999. Managing Global Transitions 4(3): 215-230.
Martin, E. (2004). Privatization in Bosnia and Herzegovina: Insights from and into the craft of interorganizational process analysis. Organization Studies 25(7): 1115-1157.
Martin, E. and J. Miller. (2003). NGOs and IORs: International development efforts in Bosnia and Herzegovina after the war. Voluntus: International Journal of Voluntary and Nonprofit Organizations 14(3): 145-164.