Journal of Nonprofit & Public Sector Marketing

Description

The Journal of Nonprofit & Public Sector Marketing is devoted to the study of the adaptation of traditional marketing principles for use by nonprofit organizations. Marketers who have struggled to adapt inappropriate marketing strategies from the profit-motivated sector will benefit from this resource targeted specifically for their nonprofit or public sector organization. The Journal of Nonprofit & Public Sector Marketing provides a vehicle for the development of marketing thought and dissemination of marketing knowledge in the nonprofit and public sectors of the economy. These sectors have recently been estimated at 25% of the wages in the U.S. economy, yet only a very small amount of the marketing literature is devoted to them. The nonprofit and public sectors share many common denominators which separate them from the for-profit sector, including budgeting considerations, the measurement of disparate goals among various publics, and a general lack of knowledge of marketing concepts. Traditional marketers often miss these important nuances in attempting to adapt marketing strategies and concepts to these new domains. The Journal of Nonprofit & Public Sector Marketing is devoted to the study of the adaptation of marketing for use by these organizations. The journal is vital reading for a variety of professionals. Marketing professionals, scholars, and researchers from such disciplines as leisure services--parks, recreation, tourism; public relations; higher education administration; and health care will discover a wealth of valuable information in JNPSM. An outstanding review board has been assembled which consists of many of the scholars who have been leaders in the initial development of marketing thought in the nonprofit and public sector. The journal presents peer-reviewed primary research and abstracts and indexes of current research published elsewhere. Special issues are being developed in the areas of marketing for governmental services, causes and movements, leisure services, and mental health.

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  • Website
    Journal of Nonprofit & Public Sector Marketing website
  • Other titles
    Journal of nonprofit & public sector marketing (Online), Journal of nonprofit & public sector marketing, Journal of nonprofit and public sector marketing
  • ISSN
    1540-6997
  • OCLC
    50100933
  • Material type
    Document, Periodical, Internet resource
  • Document type
    Internet Resource, Computer File, Journal / Magazine / Newspaper

Publications in this journal

  • Journal of Nonprofit & Public Sector Marketing 05/2014; 26(2):99-126.
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    ABSTRACT: The aim of the article is to investigate the role of stakeholder engagement and participation in nonprofit organizations’ sustainability reporting, according to the literature on third sector and stakeholder theory. To verify the levels of involvement, the authors conducted an empirical survey, using content analysis, on a sample of 54 sustainability reports of nonprofit organizations included in the Global Reporting Initiative database as of September 1, 2012. In order to strengthen the results obtained from the content analysis, the authors shared their findings with the organizations of the sample. The survey showed that there were some criticisms regarding stakeholder participation in the targeted research field. These are considered in the conclusions. Questions for the future included whether stakeholder engagement is moving from being simply a way to consult and influence stakeholders to being an effective instrument for involving them in nonprofit organizations’ reporting and decision-making processes, through mutual commitment.
    Journal of Nonprofit & Public Sector Marketing 02/2014;
  • Journal of Nonprofit & Public Sector Marketing 08/2013; 2013(3):237-255.
  • Journal of Nonprofit & Public Sector Marketing 07/2013; 25(3):211-236.
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    ABSTRACT: There is a scarcity of research regarding the process of introducing market orientation into the not-for-profit sector. Understanding this process would greatly assist the not-for-profit sector, which is under increasing pressure to obtain funds to operate and offer appropriate services. In this article, we examine the successful introduction of market orientation into three Australian charities and identify the stages of implementation. The introduction of market orientation is analyzed from a discourse transformation perspective and a praxis framework is developed. This is amongst the first studies examining the transition to a market orientation discourse within charity organizations and the first study to develop a praxis framework to guide managers. The study also pioneers a discourse transformation perspective in market orientation research. The article thus extends our knowledge of market orientation within the not-for-profit sector and increases understanding of practitioner engagement in marketing activities.
    Journal of Nonprofit & Public Sector Marketing 02/2013; 25(1):28-55.
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    ABSTRACT: Market orientation is the overarching framework by which practitioners and academics make sense of the interplay between customers, competition, stakeholders, and the organization within the commercial for-profit arena and is the way the marketing concept is put into practice. Many academics have argued that market orientation would also benefit nonprofit organizations by generating more funds in an increasingly competitive environment. The purpose of this article is to conduct a systematic review of market orientation, identify gaps, and develop a research agenda for market orientation research within the underresearched nonprofit sector. This research agenda highlights the structural, human resource, and cultural challenges nonprofit organizations face if they decide to adopt a market orientation, and the need to develop a praxis framework currently missing from the literature. The article offers suggestions for researchers to extend the concept of market orientation from the commercial for-profit into the nonprofit arena.
    Journal of Nonprofit & Public Sector Marketing 02/2013; 25(1):1-27.
  • Journal of Nonprofit & Public Sector Marketing 01/2013; 25(1):81.
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    ABSTRACT: Social entrepreneurship in nonprofit organizations has emerged as an increasingly important domain, both in academic research and in practice. This article attempts to further enhance our understanding of the management of nonprofit organizations by investigating the way they balance social and business objectives. Over 200 senior managers of nonprofit organizations participated in our structured telephone interview. The data revealed that many organizations worried about the potential for reduced or lost funding, especially during economic hard times. Issues of sustainability usually headed their list of concerns. Many of these organizations sought to establish revenue generating business streams to offset expected funding shortfalls. The data suggested that over 70% of the nonprofit organizations we interviewed resided in the social entrepreneurship zone. Our results also showed that maintaining a social objective and managing a viable business can be complementary and mutually beneficial activities.
    Journal of Nonprofit & Public Sector Marketing 01/2013; 25(1):105-125.
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    ABSTRACT: Donor loyalty is linked to revenue generation in nonprofit organizations. This study utilized a consumer-based marketing approach to donors and their contributions via examining loyalty to nonprofit organizations. Through a detailed literature review that identified five specific hypotheses, tested using a secondary analysis of a large survey, and the design and implementation of a second (online) survey, this article empirically assesses donor loyalty and provides findings that develop the literature, support practice, and identify areas of future research. The results demonstrate the linkages between donor loyalty and revenue, and provide a deeper understanding of the relationship of demographic factors, preference for consistency, materialism, and maximization to donor loyalty. Notably, the results clearly illustrate that habitual switchers donate substantially less than loyal donors. A series of areas for future research are identified and a number of recommendations are provided to practitioners vis-à-vis understanding their donors and enhancing their revenues through donations.
    Journal of Nonprofit & Public Sector Marketing 01/2012; 24(1):65-81.
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    ABSTRACT: This study addressed four gaps in political advertising research: (a) a better framework to replace the issue–image dichotomy, (b) differences in advertising strategies between incumbents and challengers, (c) influence of party positioning on candidate positioning in advertising, and (d) political advertising in state elections. Through a content analysis of 210 advertisements from the 2010 U.S. gubernatorial elections, it was revealed that (a) the concept of information/transformation was similar to the notion of issue/image, and the typology of informational/transformational advertising, after modification, adequately captured the complexity of political advertising; (b) the use of advertising appeals did differ between incumbents and challengers—incumbents used more transformational appeals and positive advertisements, whereas challengers used more informational appeals and negative advertisements; and (c) while the informational advertisements of the Republican candidates appeared to be substantially impacted by issues owned by their party, the influence of party positioning on candidate positioning was quite limited.
    Journal of Nonprofit & Public Sector Marketing 01/2012; 24(1):43-64.
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    ABSTRACT: Charity sport events provide charitable organizations with a mechanism to communicate the mission of the charity to a large participant base, while fostering a meaningful event experience for event participants. This research examines the relationship among motives for charity sport event participation, participant belief in making a difference, and attachment to the event. In making this examination, an online questionnaire was administered to participants in the 2007 Lance Armstrong Foundation (LAF) LIVESTRONG Challenge (N = 568). Through structural equation modeling, the results demonstrate that belief in making a difference mediates the relationship between social and charity motives and attachment. Suggestions are made for marketing communication, highlighting belief in making a difference via rituals, symbols, and social media to assist in attracting and retaining participants.
    Journal of Nonprofit & Public Sector Marketing 01/2012; 24(2):123-140.
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    ABSTRACT: The combination of social, political, and economic changes causing simultaneously decreasing funding and increasing demand for services is driving nonprofit managers to engage in proactive marketing in a for-profit model, including the use of online media. This research extends the MARKOR model of market orientation to examine the relationship between market orientation practices, as reflected in the utilization of online media, and their effects on the financial viability of nonprofit organizations (NPOs). The Wayback Machine website (http://waybackmachine.org) provided a unique ability to track site content over time, for comparison with each organization's financial indicators at corresponding points in time. The results of this study confirm the positive relationship between higher market orientation via online media presence and improved financial viability for the sampled group of NPOs. This study provides a simple, actionable, and free measure that NPOs can use to assess their current and planned online media.
    Journal of Nonprofit & Public Sector Marketing 01/2012; 24(1):26-42.
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    ABSTRACT: Cause-related marketing campaign structural elements (CSEs) are individual message components that are selected for campaigns and have the ability to influence consumer intentions and behavior. In this study, the impact of donation magnitude (small; large) and donation recipient (branded and well-known; branded and fictitious; unbranded and well-known) on the dependent variables of consumer attitude toward the offer, attitude toward the alliance, and participation intention is explored by means of a 2 × 3 between-subjects experiment. Despite significant differences in familiarity with and attitude toward the donation recipient, significant differences between groups in terms of the dependent variables were not found. The nature of the sample (Generation Y), their attitude toward helping others and charitable organizations, social exchange theory, and equity theory are explored in an attempt to clarify the lack of significant differences pertaining to the dependent variables.
    Journal of Nonprofit & Public Sector Marketing 01/2012; 24(2):141-160.
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    ABSTRACT: This study examines how abstinence from excessive drinking is meaningful to young people. By rejecting the dominant norm of intoxication young people engage in anticonsumption practices that involve degrees of antichoice (Hogg et al., 2008). In this context, resistance is viewed as a source of innovation where consumers produce and co-produce a value paradigm that is oppositional to the “dominant norm” of excessive drinking. Conceptualizing alcohol consumption as a performance inclusive of different degrees of antichoice contributes to a more nuanced view of how rejection operates alongside excess. Importantly, viewing alcohol consumption through a resistance lens reconsiders exploration of youth binge drinking beyond a dominant health paradigm of “at-risk” behavior with an understanding of value and the co-creation of value by consumers within a broader consumption environment.
    Journal of Nonprofit & Public Sector Marketing 10/2011; 23(4):348-366.
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    ABSTRACT: Organizational learning and customer orientation have been a focus of research for a number of years in both marketing and management literature. Customer learning orientation is conceptualized as three important components: management customer orientation, customer feedback, and employee learning orientation. By drawing from both marketing and organizational research theories, the authors propose a model of customer learning orientation in a public sector organizational setting. Customer learning orientation is hypothesized to have a significant effect on employee attitudes of role ambiguity and self-efficacy, which in turn affects job outcomes of job satisfaction and organizational citizenship behaviors. Using a sample of 438 employees of a public sector organization, the authors test the model through a structural equation modeling technique. The results provide general support for the model. Implications for managers of public sector organizations and future research are discussed.
    Journal of Nonprofit & Public Sector Marketing 04/2011; 23(2):158-180.