How Nonprofit Organizations in Greece Are Using Facebook as a Public Relations Tool

2016 ◽  
pp. 173-179 ◽  
Author(s):  
Iordanis Kotzaivazoglou ◽  
Dimitrios Pascaloudis ◽  
Stella Sylaiou ◽  
Dafni-Maria Nerantzaki ◽  
Eleni Mantzirtzi
Keyword(s):  
Public Relations ◽  
Nonprofit Organizations

scholarly journals Multitasking NPOs: An Analysis of the Relationship Between Funding Intentions and Nonprofit Capacities

2021 ◽  
Author(s):  
Sara Stühlinger ◽  
Sophie E. Hersberger-Langloh
Keyword(s):  
Public Relations ◽  
Service Delivery ◽  
Nonprofit Organizations ◽  
Capacity Building ◽  
Survey Data ◽  
Funding Source ◽  
Regression Analyses ◽  
Funding Sources ◽  
Lock In ◽  
The Relationship

AbstractNonprofit organizations (NPOs) often find themselves under pressure to invest all of their available income in mission-related activities rather than in capacity building. We investigate one factor that can influence the decision to invest in such capacity-building tasks: funding sources pursued by an organization. Drawing on the benefits theory of nonprofit finance, we take these funding sources as predetermined by an organization’s mission and propose an extension of the theory by linking it to economic multitasking theory, which states that organizations prioritize tasks that offer greater and more measurable rewards. Through regression analyses of survey data from Swiss nonprofits, we analyze the extent to which funding sources sought affect the amount of effort invested in three areas of capacity building: public relations, impact focus, and resource attraction parameters. The results support the predictions of multitasking theory by showing that the effort invested in certain capacity-building tasks is affected considerably by seeking a specific funding source. The effects are stronger for resource attraction-related tasks than for tasks closer to the service delivery of NPOs. The results indicate that an organization’s mission affects not only the available funding sources but also the extent to which an organization invests in its capacities, which can lead to a ‘lock-in’ status for organizations.

Cause-Related Marketing: A Coalignment of Marketing Strategy and Corporate Philanthropy

1988 ◽  
Vol 52 (3) ◽  
pp. 58-74 ◽  
Author(s):  
P. Rajan Varadarajan ◽  
Anil Menon
Keyword(s):  
Public Relations ◽  
Nonprofit Organizations ◽  
Corporate Philanthropy ◽  
Fund Raising ◽  
For Profit ◽  
Cause Related Marketing ◽  
Not For Profit ◽  
Marketing Tool ◽  
Corporate Social ◽  
Effective Use

Cause-related marketing represents the confluence of perspectives from several specialized areas of inquiry such as marketing for nonprofit organizations, the promotion mix, corporate philanthropy, corporate social responsibility, fund-raising management, and public relations. The authors outline the concept of cause-related marketing, its characteristics, and how organizations, both for-profit and not-for-profit, can benefit from effective use of this promising marketing tool.

Organizational Identity in Nonprofit Communication about Disability

2014 ◽  
pp. 358-390 ◽  
Author(s):  
Julie C. Lellis
Keyword(s):  
Data Analysis ◽  
Data Collection ◽  
Public Relations ◽  
Nonprofit Organizations ◽  
Research Process ◽  
Future Directions ◽  
Persons With Disabilities ◽  
Organizational Identities ◽  
Data Collection And Analysis

This chapter describes the research process used to uncover and describe the organizational identities of ten nonprofit organizations that serve persons with disabilities. Identities were measured by examining the values used in a variety of marketing and public relations materials. This chapter 1) describes how DICTION was selected as a viable option for data analysis, 2) reveals the process of augmenting and building upon a previously tested values instrument with custom dictionaries, and 3) explains how the results were interpreted and used to describe the organizational identities of ten nonprofit organizations. The challenges of data collection and analysis are discussed. Future directions for values-based research are proposed. Discussion relates the results to the challenges inherent in disability-related communication.

How dominant coalition members’ values and perceptions impact their perceptions of public relations participation in organizational decision making

2016 ◽  
Vol 20 (3) ◽  
pp. 215-231 ◽  
Author(s):  
Christopher Wilson
Keyword(s):  
Decision Making ◽  
Public Relations ◽  
Nonprofit Organizations ◽  
Organizational Decision Making ◽  
Content Type ◽  
Public Relations Practitioners ◽  
The Public ◽  
For Profit ◽  
The Usa ◽  
Dominant Coalition

Purpose – The purpose of this paper is to understand the extent to which dominant coalition members’ values and perceptions influence their perceptions of public relations participation in organization-level decision making. Research in this area has largely focussed on the relationship between practitioner roles and decision-making inclusion. Design/methodology/approach – The population of interest was dominant coalition members of for-profit, government, and nonprofit organizations in the USA. Data were collected through a national survey to a nonrandom sample of 201 dominant coalition members. Findings – Results indicate that dominant coalition members’ values of organizational openness to the environment and perceived substantive autonomy of the organization positively predicted perceptions of public relations participation in organizational decision making. Perceived manager role potential of the public relations department also had significant predictive power. Originality/value – While research has focussed primarily on the characteristics that public relations practitioners can develop to earn a seat at the management table, little is known about the characteristics of dominant coalition members that influence whether or not a seat is made available or the degree to which public relations is perceived to participate in decision making.

scholarly journals When Organizational Advocacy and Public Advocacy Intersect in CSR: Examining Stage of Partnership and Activism in CSR Partnerships

2018 ◽  
Vol 2 (2) ◽  
pp. 264 ◽  
Author(s):  
Minhee Choi ◽  
Holly Overton ◽  
Robert McKeever
Keyword(s):  
Public Relations ◽  
Nonprofit Organizations ◽  
Public Good ◽  
Public Interest ◽  
Societal Change ◽  
Positive Interaction ◽  
Practical Applications ◽  
The Public ◽  
A Company ◽  
Significant Factors

CSR partnerships have evolved and taken various forms as companies and nonprofit organizations work toward creating societal change for the public good. This study examined public relations advocacy in the context of CSR communication through a 2 x 2 online experiment with a sample of 240 participants. Specifically, this study examined interactions between CSR fit, stage of partnership, and individuals’ activism levels on individuals’ attitude toward a company, a nonprofit, and skepticism levels toward the CSR partnership. High fit and philanthropic stage of partnership became significant factors on attitude toward the company. Individuals’ activism levels had a positive interaction with stage of partnership in predicting skepticism toward the partnership. Theoretical implications and practical applications for public interest communications are discussed. 

Forging effective corporate/nonprofit partnerships for CSR programs

2018 ◽  
Vol 22 (3) ◽  
pp. 309-326 ◽  
Author(s):  
David L. Remund ◽  
Brooke W. McKeever
Keyword(s):  
Public Relations ◽  
Nonprofit Organizations ◽  
Distributed Leadership ◽  
Corporate Citizenship ◽  
Critical Role ◽  
Structured Interviews ◽  
Leadership Model ◽  
Content Type ◽  
Nonprofit Leaders

Purpose The purpose of this paper is to examine how corporate and nonprofit leaders partner on public relations for corporate social responsibility (CSR) programs. Design/methodology/approach Through semi-structured interviews across the USA, and stretching into Europe and South America, leaders (n=24) from US-based corporations top-ranked for corporate citizenship, and the nonprofit organizations with which they have developed CSR programs, shared insights and best practices. Findings Corporate and nonprofit leaders who collaborate on CSR programs spoke independently about several essential shared values, including community-focused collaboration, fiscal responsibility, and strategic alignment. How they described their CSR partnerships reflects a mutual commitment to a distributed leadership model, which involves the need to span organizational boundaries, share unique expertise across levels and roles, and sustain long-term relationships. Consistent with prior research, this study also suggests that communication leaders in both corporations and nonprofit organizations leverage transactional (process-focused) and transformational (people-focused) leadership styles, as they work to build and foster these long-term partnerships. Research limitations/implications The findings pinpoint how principles of the distributed leadership model come to life across CSR partnerships and contribute to the success of such partnerships. Corporations and their nonprofit partners must mutually focus on spanning, sharing, and sustaining as they build programs together. These shared principles exemplify a distributed leadership model and help define what CSR partnership truly means. Originality/value This study looks at CSR programs beyond just the perspective of the corporation and the public, taking into account the critical role the nonprofit organization plays as a partner in some CSR programming, and within a distributed leadership model.

Adoption of social media for public relations by nonprofit organizations

2010 ◽  
Vol 36 (1) ◽  
pp. 90-92 ◽  
Author(s):  
Lindley Curtis ◽  
Carrie Edwards ◽  
Kristen L. Fraser ◽  
Sheryl Gudelsky ◽  
Jenny Holmquist ◽  
...  
Keyword(s):  
Social Media ◽  
Public Relations ◽  
Nonprofit Organizations

The Retail Donor Perspective

2018 ◽  
Author(s):  
Mary Kay Gugerty ◽  
Dean Karlan
Keyword(s):  
Public Relations ◽  
Nonprofit Organizations ◽  
Rating Systems ◽  
Program Impact ◽  
The Core ◽  
Personal Connections ◽  
Core Problem ◽  
Rating Information ◽  
Do So

This chapter teases apart the information shortfalls in the philanthropy market for individual donors. Donors that want to use the CART principles to evaluate nonprofit organizations have little information to go on to do so. Few organizations put forward genuine measures of impact. And the rating information that is out there is often misleading. Retail donors are left to sway back and forth in the wake of informal impressions, nonprofit-driven public relations, isolated tales of success, and fortuitous personal connections. The chapter argues that existing nonprofit rating systems do not address the core problem since they typically focus on transparency, overhead, or other factors that may or may not be correlated to actual program impact. ImpactMatters, co-founded by Goldilocks co-author Dean Karlan, uses the CART principles to develop “impact audits” that evaluate nonprofits’ quality of impact evidence, cost to create impact, quality of monitoring systems, and extent of learning and iteration.

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