The strategic role of knowledge management in nonprofit organisations

• Australian nonprofit organisations (NFPs) operate in an increasingly competitive marketplace for funding staff and volunteers and donations. In this context, many NFPs are being driven to adopt more commercial practices in order to improve their strategic performance, particularly competitive positioning for donor appeal, staff retention and service strategy and delivery. Knowledge management (KM) is one commercial practice being explored and implemented by the NFP sector to support strategic performance and operations. Although the concept of knowledge management is basically understood, the implications and strategies to pursue this practice in a NFP context are under explored. This paper presents a KM implementation planning framework for discussion and further research in the NFP sector. Specifically, this paper proposes that NFP's unique missions, many and varied organisational structures and operational maturity requires a customised approach to knowledge management. Implications for competitive strategy and performance are discussed.

© 2007 John Wiley & Sons, Ltd.     

Stale in the pulpit? Leader tenure and the relationship between market growth strategy and church performance

• Taking a strategic choice perspective, the current study examines leader tenure and the growth implications of pursuing a market penetration versus market development strategy in a church setting. Using cross-sectional time series regression analyses of 1415 church organizations over a period of 6 years, study findings demonstrate the influence of leader tenure on both financial and non-financial church performance, but provide minimal evidence supporting the argument that the selected market strategy matters to organizational performance outcomes in churches.

Copyright © 2010 John Wiley & Sons, Ltd.     

Marketing of cultural institutions in French-speaking Switzerland

• Marketing in cultural institutions is a field that has rarely been studied in French-speaking Switzerland so far.
• Therefore this paper explores the way in which visitors-clients appreciate qualitatively their contacts with cultural institutions concerned with the visual arts in comparison with the communication strategy of the curators and directors of museums.
• A survey has been conducted amongst 20 museums and over 200 visitors of French-speaking Switzerland to evaluate the way visitors perceive the marketing of cultural institutions and behave accordingly or not.
• The paper concludes with recommendations to improve the knowledge of the visitors' background and expectations.

Copyright © 2007 John Wiley & Sons, Ltd.     

Corporate Carbon Strategies in Responding to Climate Change

With climate change emerging as one of the most important issues affecting the business circle, companies have begun considering the carbon issue in their overall strategic positioning. However, few studies have examined the corporate carbon strategies in developing and advanced developing countries, where climate change regulation is extensive and market uncertainty is relatively high. In addition, there has been growing interest among researchers and practitioners concerning the relationship between the carbon strategy and firm performance. This paper presents a framework for identifying the corporate carbon strategy. The cluster analysis of 241 Korean companies indicates six types of corporate carbon strategy: ‘wait‐and‐see observer’, ‘cautious reducer’, ‘product enhancer’, ‘all‐round enhancer’, ‘emergent explorer’ and ‘all‐round explorer’. This study empirically examines whether there are differences between these carbon strategy types in terms of the sector, firm size and firm performance. The results indicate a significant relationship between a firm's carbon strategy and its sector and size but a significant relationship between the carbon strategy and firm performance is not confirmed. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.     

Exploring the Differences of Managers' Mental Model

SUMMARY

The aim of this research is to propose a framework that will guide the corporations in their policy making and strategic planning activities. The proposed tool will help the group members to articulate their business vision and the comprehensive set of strategic objectives which will result in a clear understanding of the strategic direction of the corporation. It will also be possible to satisfy agreement on strategies, good cooperation, teamwork, with an effective communication among group members. Finally, it will also be possible to underline the basic similarities and differences of opinions among the members of a management team and to see whether there are subgroups which have dominant roles in the structure of a shared map.     

DECISION-MAKING IN CONDITIONS OF EXTREME UNCERTAINTY

In the last few years management has been forced to take decisions in conditions of extreme uncertainty. One consequence of this has been an increase in the use of formal methods of analysis in major decision problems. This paper describes some observations on how companies were handling decision-making under uncertainty, made during a S.S.R.C. sponsored research project on the influence of computer methods in planning and decision-making, viz.

• 1 Managers were consciously handling uncertainty by evaluating their major decisions in the light of several possible alternative forecasts.
• 2 Statistical decision theory was not used because, though in theory it was ideally suited for this situation, in practice management had the following objections to the use of this technique: (a) It assumed an accuracy of subjective probability estimates which was unrealistic in real life. (b) It required the use of artificial criteria of choice which were totally unacceptable to senior management. (c) It over-simplified the decision-making process.
• 3 In the thirty-two companies visited, management was using a systems analysis approach to decision-making involving the use of decision trees to structure the decision. Thereafter, instead of carrying out a probalistic analysis, a full evaluation to determine the quantitative and qualitative results would be carried out for each feasible path though the tree. This would be followed by an iterative elimination process.
• 4 Management were also endeavouring to cope with uncertainty by being more adaptive and flexible in their decision-making and are developing contingency or ‘fall-back’ strategies. Plans were not looked on as rigid blue-prints, but more as loosely linked frameworks of decision trees with the actual path through the decision tree dependent on future events.

     

Stakeholder communication in service implementation networks: expanding relationship management theory to the nonprofit sector through organizational network analysis

• Nonprofits increasingly participate in government-funded service implementation networks (SINs). However, extant research does not explore how organizations might strategically tailor communication to different stakeholder groups or use different communication tools for management. Stakeholders are not a monolithic group, and communicating with stakeholders within SINs is hypothesized to involve different forms of communication than communicating with stakeholders outside of the network. In this paper, relationship management theory is used to examine strategic communication with stakeholder groups within and outside of SINs. Both traditional and emergent (e.g., social media) forms of communication are examined. Survey and interview data on communication within and outside communication networks are analyzed using organizational network analysis techniques. The findings indicate strategic communication in the network differs from strategic communication with stakeholders outside the network. Within the network, organizations place varying emphasis on the use of traditional and emergent forms of communication for management, implying nonprofit managers funded under government grants continue to rely on face-to-face and phone communication and have yet to adopt emerging communication strategies to assist in the management of their programs with their partner organizations.

Copyright © 2014 John Wiley & Sons, Ltd.     

Positioning and its strategic relevance

Abstract

Contemporary non-profit strategic management/marketing literature suggests that non-profit organizations, including charities, adopt positioning strategies to differentiate themselves in increasingly competitive operating environments. However, the extant literature lacks adequate theoretical/conceptual frameworks and empirical studies to guide research and inform charity management practice. As part of an on-going study in strategic positioning in British charitable organizations, this article presents the key findings of an exploratory survey into the extent of positioning activities in a sample of general welfare and social care charities within the wider voluntary sector in the UK. The empirical findings reveal that charitable organizations undertake positioning activities extensively in their organizations. However, these activities appear to be more complex than those advocated in contemporary non-profit management/marketing literature. The article highlights five emerging themes that could have major implications for research and practice of strategic positioning in charities in specific, and in voluntary-sector organizations in general.     

The ecology of internal workplace giving at Indiana University: a case study of faculty and staff campus campaign communications and fundraising

• This collective case study examines university-specific philanthropic cultures, campus fundraising campaigns, and their impact on faculty and staff giving to the university. Drawing on both qualitative and quantitative data, the study documents fundraising strategies through interviews and materials analysis and assesses their results through quantitative data on characteristics of donors and their philanthropic gifts. Examination of fundraising methods reveals differences between demand and supply-side communication strategies with faculty and staff members as internal stakeholders and donors. Concentrating on the campuses of Indiana University, a large, highly diverse public institution in the American Midwest, this study includes analysis of the outcomes of the fundraising process across institutions of different sizes, demographics, and philanthropic cultures. The findings underscore the importance of exploring the characteristics that influence employee donation behaviors as context for the creation and enactment of fundraising campaigns and highlight the need for future research in the area of workplace giving.

Copyright © 2014 John Wiley & Sons, Ltd.     

Virtual stewardship in the age of new media: have nonprofit organizations' moved beyond Web 1.0 strategies?

• Stewardship has been identified as an important relationship cultivation strategy. The four dimensions of stewardship—reciprocity, responsibility, reporting, and relationship nurturing—consist of one‐way and two‐way messaging strategies that can be carried out in a variety of manners on the Internet using both Web 1.0 and Web 2.0 technologies. Through a content analysis of the Nonprofit Times 100 organizations, this study found that nonprofit organizations overwhelmingly prefer to use their website to cultivate relationships with their stakeholders with stewardship strategies. Despite the hype of social media technologies, including Facebook, there remain many significant questions and obstacles to seeing nonprofits truly embrace social media communication.

Copyright © 2013 John Wiley & Sons, Ltd.     

Retaining the visitor,enhancing the experience: identifying attributes of choice in repeat museum visitation

• How people make choices in relation to cultural and leisure consumption has been explored from the viewpoint of motivation, lifestyle segmentation, and lifecycle. Little is known about the specific characteristics associated with choices to visit, re‐visit, or not to visit a museum. Understanding characteristics of choice, developing incentives, bundled packages, and levels of pricing is an essential element in marketing strategies for museums operating in a competitive leisure marketplace. However, determining what really matters to cultural consumers is complex and methodologies to assist in unraveling such complexities are not easily identified. This study aimed to address ways in which people respond to specific incentives as influences in choosing museum visitation. The study was conducted in two major museums in Australia to determine how useful choice modeling is in identifying features that matter to cultural consumers. The results suggest that choice modeling has much to offer in relation to understanding the benefits people are seeking from a museum experience as well as offering strategic insight into potential collaborative ventures and re‐combinations of existing museum products and services.

Copyright © 2008 John Wiley & Sons, Ltd.     

The volunteer matrix: positioning of volunteer organizations

• In the fierce competition that volunteer involving organizations face nowadays over people's willingness to donate their time, marketing strategies should be used. In order to enhance the organization's recruitability (ability to recruit suitable volunteers), it is important for volunteer organizations to understand what the positioning of the organization is and the type of volunteering that is being offered. In the current article we suggest using a marketing tool to increase the ability to recruit volunteers: positioning and perceptual mapping. Our perceptual mapping – the volunteer matrix is based on two dimensions: price (different costs attached to the volunteer experience) and quality (the overall quality of the volunteering experience). Thus, the matrix includes four different positions, and we demonstrate the manners in which different volunteer organizations or roles are positioned in each. Discussed are also the possible implementations of the matrix in order to recruit suitable volunteers and retain them.

Copyright © 2010 John Wiley & Sons, Ltd.     

Mitigating climate change – how do corporate strategies differ?

Many companies are facing increasing pressure by governments, shareholders and other stakeholders to reduce their CO₂ emissions in order to mitigate climate change. The importance of managing CO₂ emissions and crafting adequate CO₂ strategies has increased for those companies affected. We present a framework that conceptualizes a company's CO₂ strategy as the focus on one or a combination of several strategic objectives: CO₂ compensation, CO₂ reduction and carbon independence. In order to investigate the CO₂ strategies of a worldwide sample of 91 electricity producers we perform a content analysis of their answers to the Carbon Disclosure Project (CDP). We demonstrate the measures the companies take to manage their emissions, the CO₂ strategies they adopt and antecedents that influence these strategies. We find that half of the companies take parallel emission management measures that aim at all three strategic objectives, while the other half pursue selected objectives only. We also find that companies with different CO₂ strategies significantly differ in terms of regional affiliation, company size and absolute amount of CO₂ emissions, while we could not identify a significant difference in relative CO₂ emissions. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment.     

Health nonprofits online: the use of frames and stewardship strategies to increase stakeholder involvement

• This study examines connections between the conceptual frameworks of compassion fatigue (burnout toward social issues) and related stewardship strategies that are used as a form of best practices to address the issue of compassion fatigue. A content analysis of 117 health nonprofit websites (457 web pages) investigates how nonprofit health organization websites are framing their communication to various stakeholders and how the strategies of stewardship are employed online. Findings indicate that although health nonprofits are using positive frames and multiple stewardship strategies, more could be done by nonprofit marketing practitioners to facilitate positive, long-term relationships with stakeholders in an environment of increased communication and compassion fatigue.

Copyright © 2014 John Wiley & Sons, Ltd.     

The brand positioning and image of a religious organisation: an empirical analysis

• Brand positioning and image development are important topics for any religious organisation wishing to provide an effective service to the public. It follows that in a world with increasing religious options, the position strategy decision and the brand position statement are essential aspects of a fully responsive religious organisation. To investigate these issues the author presents the findings of a study that compared the brand position of a Catholic shrine in Portugal, i.e. the sanctuary of Fátima, with the image of the shrine as perceived by its pilgrims. The paper also attempts to offer a definition of religious marketing and explores some possible antecedents of effective brand positioning within this particular field.

Copyright © 2006 John Wiley & Sons, Ltd.     

Cause‐related events: fulfilling the objectives of social partnerships

• Cause‐related events are growing in frequency and popularity. These events enable corporates and not‐for‐profit organisations to collaborate for mutual benefit, within the strategic framework of a social partnership. However, while anecdotal evidence indicates that millions of dollars are invested in events, less is known about how the strategic objectives of social partnerships are achieved via cause‐related events. We present the findings of an ethnographic study of two social partnerships and contribute insights into how and why events help them achieve their strategic objectives. Case analysis data reveals that the fit between events and partnerships; the people, teams, and relationships; and collaboration of resources all contribute to generating competitive advantage and value. We discuss the managerial implications for those collaborating to organise a cause‐related event.

Copyright © 2016 John Wiley & Sons, Ltd.     

Motivations and forms of corporate giving behaviour: insights from Australia

• Although corporate support for many nonprofit organisations (NPOs) represents only a relatively small component of their overall income its importance is growing. As a consequence, the need to understand corporate giving behaviour in a way that supports the development of strategically targeted and successful marketing campaigns is of growing importance to marketing managers in many NPOs around the globe.
• This paper presents the findings of a study into the ‘why’ and ‘how’ of corporate giving behaviour in Australia. In the seven case studies examined, there was no strong evidence that Australian corporations give for other than strategic profit maximisation or political reasons. In contrast to the literature, altruistic and managerial utility did not emerge as strong motivational factors.
• This study also found that corporations are likely to have a number of corporate giving programmes each with its own underlying motivation and strategic purpose which network together to form a hierarchy of corporate giving programmes.
• The paper concludes by discussing the implications of this research for NPO managers attempting to increase their level of corporate support.

Copyright © 2007 John Wiley & Sons, Ltd.     

Shareholder Heterogeneity and Conflicting Goals: Strategic Investments in the Japanese Electronics Industry

This article investigates the effects of the changing institutional environment on strategic orientations of Japanese electronics firms during the 1990s. We examine the effects of three different types of shareholders on strategic directions of their invested firms. The first one, foreign portfolio investors, characterizes the emerging influence that pressed for change in corporate strategies. The two domestic shareholders, corporate investors and financial institutions, represent the conventional forces for continuity. Between the two domestic forces, though, while corporate investors attempted to maintain status quo, financial institutions have shifted towards market‐oriented behaviour of investment. Specifically, we explore: (1) the influence of each type of shareholder on a firm's diversification strategy and capital commitment; and (2) the moderating effects of firm performance on the relationships between ownership structure and strategic choices. The results suggest that foreign investors prefer the focused product portfolio and conservative capital commitment. They also prefer the reduction of capital investment when the financial performance of their invested firms is poor. Domestic financial institutions are now similarly sensitive to the performance of their invested firms when those firms make strategic investments. By contrast, domestic corporate shareholders remain indifferent to performance, while they aim to maintain relational business ties with invested firms.     

Administrative Records and Surveys as Basis for Statistics on International Labour Migration

This paper discusses possible sources for statistics to be used for describing and analysing the number, structure, situation, development and impact of migrant workers. The discussion is focused on key, intrinsic features of the different sources, important for the understanding of their strengths and weaknesses, and draws the reader's attention to features which may tend to undermine the quality of the statistics produced as well as ways in which the impact of such features can be evaluated and, if possible, reduced. This discussion thereby provides concrete illustrations of many of the methodological issues referred to in (Hoffmann, 1995). The paper is organized around three key groups of migrant workers:

• (a) Persons who are arriving in a country to work there, i.e. the inflow of foreign workers;
• (b) Persons who are leaving their country to find work abroad, i.e. the outllow of migrant workers
• (c) Stock of foreign workers in the country.

Definitions of these groups are given in section 2. Sections 3 to 5 review, for each key group, main possible sources of statistics and the extent to which they can cover the group and identify separately important sub-groups. The discussion in each section distinguishes between administrative registrations and statistical surveys, and deals with the capacity of a source to provide estimates of the size of the group, and whether it can provide estimates of the amount of change in the group over time, or at least indications of the direction of such changes. Section 6 outlines problems related to other data quality dimensions, such as frequency and timeliness of the statistics as well as the validity, reliability and consistency of the registration of variables used to describe migrant workers and where they come from. Section 7 presents strategies for the development of statistics on migrant workers based on two model scenarios for “countries” of different geographic circumstances and institutional capacities. Summary recommendations on how to organize cooperation, for the production of statistics on migrant workers, between the relevant agencies and between them and the potential users are proposed in the concluding section. The overall conclusion is that trying to piece together a coherent statistical picture of any of the above key groups is similar to trying to put together a large puzzle based on photographs of a rapidly changing reality, with important pieces missing and many of the available photographs out of focus.