How did enterprise risk management first appear in the Korean public sector?

This research addresses the rise and fall of the Crisis Management Guideline of Public Organizations (CMGPO) from a historical perspective. In the Korean public sector, as a form of enterprise risk management (ERM), CMGPO is not designed to be merely a tool of financial risk management but also to be a policy tool for crisis management. CMGPO emerged within the conflict between integrated crisis management and dispersed crisis management. The purpose of CMGPO is to bureaucratically integrate the crisis management of public organizations with the governmental crisis management system. ERM as a form of self-regulation is entangled with the pre-existing command and control of the Korean government over integrated crisis management. As a result, CMGPO is characterized as ‘enforced self-regulation’ rather than self-regulation; this is a fundamental idea in ERM.     

An Experimental Examination of US Individual Donors’ Information Needs and Use

This paper adopts an internet‐based experiment to investigate whether and how individual donors use nonprofit organizations’ financial and nonfinancial information when making their donation decisions. Using undergraduate students in the United States (US) to proxy for individual donors, our results indicate that individual donors are more likely to acquire nonfinancial information, such as nonprofit organizations’ goals, outcomes, programs and missions, than financial information. Donors integrate nonfinancial information into their decisions as their actual donations are significantly correlated with such information. Our results also indicate that while individual donors acquire financial efficiency measures, including the program expense ratio and fundraising expense ratio, they do not seem to integrate such information into their decisions as their actual donations are not significantly correlated with the efficiency information. This study contributes to the nonprofit literature and research domain focusing on charitable giving and donor preferences.     

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.     

Location,Marketing, and the Financial Flexibility of Nonprofit Performing Arts Organizations in Second Tier Cities

This article examines the effect of location relative to other marketing factors on the financial flexibility of nonprofit performing arts organizations (PAOs). While product development and promotional and pricing strategies are important marketing factors, locational advantages have become an important strategic asset for the arts industry. Yet very little research has been done on the locational dimensions of this industry. Based on a survey of PAOs in six second tier U.S. statistical metropolitan areas (SMAs), that is, Buffalo, Pittsburgh, Cleveland, Columbus, Cincinnati, and Milwaukee, this article investigates the extent to which location and other marketing mix factors influence the financial flexibility, and thereby success of PAOs. All six SMAs have a population range of 1 million to 2.5 million. The statistical analysis suggests that location and product selection are particularly significant marketing mix factors that contribute positively to financial flexibility, and therefore organizational success of the PAOs in the cities.     

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.     

The Conundrum of Fundraising in Nonprofit Organizations: A Story from Ireland

Nonprofit organizations need to engage in fundraising as resource‐dependent organizations. There is, however, a conundrum that arises in the practice of fundraising. Nonprofit organizations rely on their trustworthiness to attract resources. At the same time, however, they need to manage and negotiate the tensions that can arise from being perceived as overly concerned with the taint of money and financial matters and, therefore, moving too far from their voluntary or nonprofit roots. In this article, we argue that such a conundrum has had a negative impact on the effectiveness of the fundraising effort in Ireland because it is primarily seen to be a volunteer activity. In addition, organizations are not investing in their marketing effort and are not developing practice, which, in turn, is leading to a lack of development in the profession of fundraising.     

Small Business–Nonprofit Collaboration: Locally Owned Businesses Want to Take Their Relationships With Community-Based NPOs to the Next Level

This two-part, mixed-methods study explored how and why small businesses engage in both philanthropic and transactional partnerships with community-based nonprofits (NPOs), and what business owners expect from their nonprofit partners. Findings from focus groups and a survey indicate that U.S. small businesses (a) are interested in a higher representation on nonprofit boards; (b) are more likely to support NPOs that focus on the local community’s needs; and (c) seek long-term, committed partnerships with NPOs to jointly address communal issues rather than one-time contributions or sponsorships. The study adds to the literature on nonprofit–business collaboration by applying the concepts of integrative (Austin, 2000) and communal (Cho & Kelly, 2014) relationships in the context of locally owned businesses and community-based NPOs rather than more commonly studied large corporations and national/international nonprofits. These findings also offer practical recommendations for the leadership of community nonprofits interested in enhancing their relationships with small businesses.     

Family Matters? Recruitment Methods and Cultural Boundaries in Singapore Chinese Small and Medium Enterprises

Singapore official discourse speaks of (Chinese) families as both cultural and economic assets and as vestiges of national identity. Chinese families are often described in traditional terms, namely as patrilinial, patrilocal, patriarchal and clearly hierarchical. In Singapore official discourse, the historical success of traditional family businesses is presented as a unique ethnic and national characteristic. Simultaneously, the Singapore state claims to be ‘modern’, ‘Western’, and ‘cosmopolitan’, allowing little space for ‘parochial practices’ and ‘archaic traditions’. Either praised or looked down on, family businesses occupy an ambiguous position within the ‘traditional’ and ‘modern’ discourses of the Singapore state. This article supplies the evidence of changing family and business relations in Chinese–Singapore firms. Three major factors are isolated that influence Singapore attitudes towards family businesses: Chinese culture, globalization and the logic of developing capitalism, and the role of the Singapore state.     

Adoption and Implementation of Internal Marketing Systems by Ghanaian Small- and Medium-Sized Enterprises

This paper explores the concept of internal marketing (IM) as an internal supportive system that could provide the infrastructure for a strategic business take-off. It investigates how IM, as a concept, is understood and made practical in the context of Ghanaian small- and medium-sized enterprises (SMEs). This qualitative research method was used due to the nature of the enquiry. The government of Ghana is constantly searching for more effective ways of assisting SME performance, through various strategic growth and development schemes. Despite the fact that much has been said in the literature, the IM concept remains elusive. Most SMEs are not aware of IM and demonstrate little understanding of the concept. And SMEs have problems with the implementation of IM. The manufacturing sector demonstrates more IM orientation than does the service sector. This paper unravels sociocultural factors that frustrate the practice of IM among Ghanaian SMEs and calls for a greater awareness of the concept by stakeholders. Suggestions include more general business support for SMEs to improve performance and subsequently grow. The paper finishes by drawing attention to management implications within the practice of IM.     

Boards,Executive Excess Compensation,and Shared Power: Evidence from Nonprofit Firms

We investigate how executives, the board, and excess compensation jointly affect the performance of nonprofits. Since the common measure of nonprofit performance often includes salaries, we also use expenses that directly benefit the targeted population. Our results suggest that above average compensation for executives is associated with poor firm performance. However, the negative relation of CEO pay to performance occurs for firms with only one executive, the CEO. We conclude that a powerful CEO with autonomy can harm firm performance, but other executives can mitigate these agency problems. The board also appears to monitor direct community benefits more than indirect benefits.