Transfer of Marketing Knowledge Within Business‐Nonprofit Collaborations

Companies often develop collaborative joint ventures with nonprofits, and sometimes help their nonprofit partners with the marketing activities associated with these projects. Often, the assistance furnished is embodied in a transfer of knowledge from a firm to a nonprofit and involves knowledge about marketing techniques, strategies and methods. This article presents the results of a survey concerning the extents, natures and effectiveness of marketing knowledge transfers taking place between 291 UK enterprises and their nonprofit partner organisations. The survey covered the knowledge transfer methods that companies employed, the scope of the knowledge communicated, the factors that encouraged or impeded marketing knowledge transfer, and the considerations that determined which partner completed most of the marketing tasks associated with a project. It emerged that knowledge transfers occurred mainly through face‐to‐face communications, though with little formal teamworking. Both the extent and the effectiveness of transfers depended on the degree of marketing knowledge within the nonprofit partner, on levels of knowledge specificity and project complexity, and on the financial importance of the collaboration. The extent of knowledge transfer was additionally influenced by cultural and organisational distance. Similar considerations affected commercial partners' decisions to do most of the marketing work required by a collaboration. Such decisions were especially likely if anti‐marketing bias existed within the nonprofit organisation and if the nonprofit's staff knew little about marketing.     

Developing a Marketing Strategy for Nonprofit Organizations: An Exploratory Study

Nonprofit organizations have grown tremendously in the last three decades. With this growth has come a greater interest from the nonprofit sector in the importance of marketing. Nonprofits did not apply marketing techniques until 1960–1970, but it is now a well accepted practice. Traditional marketing strategies do not work for nonprofit organizations, and this study proposes the development of a new marketing strategy specifically for this sector. Through the use of interviews and surveys, the authors examine issues of marketing strategy that are distinct for nonprofits. Unlike previous studies, this study examines these issues from the viewpoint of the nonprofit organization. The perception of marketing is different in nonprofit organizations, and the strategic implications of this finding are discussed.     

Inhibition of Brand Integration amid Changing Agency Structures

The all‐important focus upon brands and brand success is underpinned – of necessity – by well‐designed and well‐executed integrated marketing communications (IMC). This qualitative paper explores perceptions of IMC in relation to branding within senior UK‐based advertising and public relations agencies in terms of current perceptions, implementation, coordination, evaluation, barriers, budgetary issues, decision‐making; and managerial implications for the future of IMC. The paper describes the findings from a series of depth interviews with senior executives from leading advertising and public relations agencies. While the findings do indicate the presence of ongoing barriers to the adoption and usage of integrated solutions, these barriers are as much an issue to do with clients as with the agencies themselves. Nonetheless, there seems to be an issue concerned with remodelling working practices to accommodate new and seamless ways of working creatively across all promotional mix elements. Thus, while the principles of integrated marketing communications are sound, the actual mechanisms for application still need further work –in terms of both application and measurement, and the need for in‐depth research. We also endorse and reiterate oft‐repeated calls for research with client organizations.     

Distribution Channel Relational Cohesion Exchange Model: A Small‐to‐Medium Enterprise Manufacturer's Perspective

This study investigated the influence of dealers' expert, referent, and legitimate sources of power on small‐to‐medium enterprise manufacturers' relationship commitment in distribution channel systems. A theoretical model drawing on the relational cohesion theory and the extant marketing literature is developed and tested empirically using a sample data set of 452 from Zimbabwe. In this model, expert, referent, and legitimate powers are the predictors, whereas trust, cooperation, and relationship satisfaction are the mediators, and relationship commitment is the outcome variable. Analysis reveals that these three powers positively influence the mediators and outcome variable in a significant way, except for legitimate power to cooperation relationship. Managerial implications and future studies are suggested.     

Investing Today or Tomorrow? An Experimental Approach to Farmers’ Decision Behaviour

An understanding of farmers’ decision‐making behaviour is important for adequate forecasts as well as policy recommendations regarding structural changes. We experimentally analyse the investment behaviour of real farmers. The observed investment decisions are contrasted with theoretical benchmarks from classical investment theory and the real options approach. Our results show that both theories cannot exactly explain investment behaviour. However, farmers learn from former investment decisions and do consider the value of waiting over time.     

Exploiting comparative advantage in agriculture and resources: the way forward for Small Island States

Using Papua New Guinea as a case study, this paper investigates the macroeconomic and sectoral impacts of various developments in its agricultural and resource sector. It was found that commodity booms from 2004 to 2009 and the proposed large liquefied natural gas project increase output growth substantially but with Dutch disease consequences. The output expansion of the agricultural and fishery sectors on the other hand has limited positive impacts and the challenge lies in raising the productivity growth in these sectors and the better use of foreign aid. Lastly, the optimal policy strategy for sustainable development in the agricultural, fishery and resource sectors lies in the packaging of appropriate complementary policies (both institutional and economic) that support one another and the coherent implementation of these policies in a timely manner.     

LABOR MOBILITY OF IMMIGRANTS: TRAINING,EXPERIENCE, LANGUAGE,AND OPPORTUNITIES*

This article analyzes the labor mobility and human capital accumulation of male immigrants from the former Soviet Union to Israel. We estimate a dynamic choice model for employment and training in blue‐ and white‐collar occupations, where the labor market randomly offered opportunities are affected by past choices. The estimated model accurately reproduces the patterns in the data. The estimated direct earning return to local training, local experience, and knowledge of Hebrew are very high, whereas imported skills have zero (conditional) return. The welfare gain from the impact of training on job offer probabilities is larger than its effect on wages.     

INTERACTIONS BETWEEN WELFARE CASELOADS AND LOCAL LABOR MARKETS

This paper provides an empirical examination of interactions between welfare caseloads and local labor markets using data on caseload stocks, entries, and exits. Granger‐causality tests show that unemployment rates Granger‐cause caseload activity but caseload activity does not Granger‐cause unemployment rates. The results also reveal differential dynamics between caseloads and labor market conditions for rural versus metropolitan markets. Several models of one‐way association between caseload activity and unemployment rates are presented. The results show that higher unemployment rates are positively associated with welfare caseloads and entries and negatively related to exits. (JEL I38, R23)