ArticlePDF Available

Strategies for Social Media Use in Nonprofits.

Authors:
Katherine Milde
Katherine Milde
Katherine Milde
  • This person is not on ResearchGate, or hasn't claimed this research yet.
Robert Mayfield Yawson at Quinnipiac University
Robert Mayfield Yawson
Download full-text PDF
Read full-text
Download citation

Abstract

The aim of this paper is to detail the social media engagement efforts used by successful nonprofits and to build on these insights in developing recommendations for effective social media plans to increase the visibility and service areas of public service organizations. The topic of social media use by nonprofits is viewed through a practice lens. Specific campaign activities for becoming distinguished nonprofits are identified. Essential aspects of social media engagement initiatives that translate into public service activities include tying online effort to the mission of the organization, providing for a dedicated person or team to ensure pointed social media efforts integrated into existing strategies, and developing a cost analysis coupled with benchmarks for success. Incorporating the recommendations detailed in this paper may help to expand the reach of otherwise resource-limited public service organizations, and can foster the transition from merely having supporters on paper to working with engaged, committed, and informed volunteers and donors.
Content uploaded by Robert Mayfield Yawson
Author content
All content in this area was uploaded by Robert Mayfield Yawson on Aug 01, 2017
Content may be subject to copyright.
Volume 18(1) 2017
Journal of
Management Policy and Practice
Volume 18(1) Pages 19 - 27
ISSN 1913-8067
Authors have granted copyright consent to allow that copies of their article may be made for
personal or internal use. This does not extend to other kinds of copying, such as copying for
general distribution, for advertising or promotional purposes, for creating new collective works, or
for resale. Any consent for republication, other than noted, must be granted through the publisher:
North American Business Press, Inc.
Atlanta - Seattle – South Florida - Toronto
©Journal of Management Policy and Practice 2017
Strategies for Social Media Use in Nonprofits ........................................................................................ 19
Katherine Milde, Robert M. Yawson
The aim of this paper is to detail the social media engagement efforts used by successful nonprofits and to
build on these insights in developing recommendations for effective social media plans to increase the
visibility and service areas of public service organizations. The topic of social media use by nonprofits is
viewed through a practice lens. Specific campaign activities for becoming distinguished nonprofits are
identified. Essential aspects of social media engagement initiatives that translate into public service
activities include tying online effort to the mission of the organization, providing for a dedicated person or
team to ensure pointed social media efforts integrated into existing strategies, and developing a cost
analysis coupled with benchmarks for success. Incorporating the recommendations detailed in this paper
may help to expand the reach of otherwise resource-limited public service organizations, and can foster the
transition from merely having supporters on paper to working with engaged, committed, and informed
volunteers and donors.
19
Journal of Management Policy and Practice, Volume 18(1) Pages 19 – 27. ISSN 1913-8067
Strategies for Social Media Use in Nonprofits
Katherine Milde
Quinnipiac University
Robert M. Yawson
Quinnipiac University
The aim of this paper is to detail the social media engagement efforts used by successful nonprofits and to
build on these insights in developing recommendations for effective social media plans to increase the
visibility and service areas of public service organizations. The topic of social media use by nonprofits is
viewed through a practice lens. Specific campaign activities for becoming distinguished nonprofits are
identified. Essential aspects of social media engagement initiatives that translate into public service
activities include tying online effort to the mission of the organization, providing for a dedicated person or
team to ensure pointed social media efforts integrated into existing strategies, and developing a cost
analysis coupled with benchmarks for success. Incorporating the recommendations detailed in this paper
may help to expand the reach of otherwise resource-limited public service organizations, and can foster
the transition from merely having supporters on paper to working with engaged, committed, and informed
volunteers and donors.
INTRODUCTION
A permeating presence in our lives, social media has revolutionized interpersonal interaction in our
society and has presented a platform for stakeholder feedback that has never before existed and that cannot
be substituted. There is little left to debate as to whether or not organizations should use social media. There
is no organization or company — big and small, which does not have an online presence in some capacity,
and those who do not have any social media presence now find themselves to be the minority. Furthermore,
many organizations have thoughtlessly entered into using digital platforms, creating media accounts
without knowing in which resources to invest or what constitutes success (Elowitz & Li, 2009). This paper
will explore the value of social media and determine how best social media can be used by nonprofits to
serve communities with broader and measurable impact, creating identifiable change.
Social media is now a standard tool for interfacing with organizations’ constituencies but can create
unique challenges for public service organizations. Engaging customers and other stakeholders has become
a primary objective of marketing teams (Dessart, Veloutsou, & Morgan-Thomas, 2015). There exist
difficulties relating to social media activities at nonprofits, and these typically result from a lack of
knowledge about available social media options for specific efforts, limited staffing, concerns around how
to manage it, and a lack of funding(Lee, 2015). However, every industry and niche, every social profile, is
unique (Lee, 2015). The primary objective of this paper is to make recommendations for how best
nonprofits can tailor the plethora of social media options now available to their particular needs. More
specifically, strategies for public service organizations to use social media platforms to obtain and engage
with supporters, while continuing to execute their missions, will be presented.
A transformation of outreach services is occurring rapidly, a result of new high-wealth individuals and
businesses who have a reputation for sharp focus, innovation, and for demanding a fast return on investment
(Bishop & Green, 2008). Widespread impatience regarding any return on investment indicates a need for
the kind of organizational leadership that not only incorporates diverse perspectives and clientele but also
focuses more purposefully on inclusive results and service delivery. This pressure affects nonprofit
organizations, particularly where funders’ perceived lack of evidence about the success of programs and
20
Journal of Management Policy and Practice, Volume 18(1) Pages 19 – 27. ISSN 1913-8067
services calls into question the efficacy and existence of funded programs. While the effects of providing
developmental aid are notoriously difficult to assess, indicators of organizational effectiveness can provide
reliable proxies or ‘leading’ indicators of developmental efficacy (Yawson, Amoa-Awua, Sutherland,
Smith, & Noamesi, 2006).
Overcoming an ambiguous connection between aid dollars and program activities should be pursued
through assessment studies and through the institutionalization of appropriate systems that account for
organizational effectiveness. Such activities provide the clearest evidence of developmental impact, and
social media allows for affordable and manageable data collection (Yawson et al., 2006).
SOCIAL MEDIA USE: REWARDS AND RISKS
Social media “allows each organization to create and reach new networks and mobilize the networks
to take action” (Guo & Saxton, 2014). Clients who engage with organizations via social media have a
typically high level of attachment to the brands with which they engage, and, therefore, can serve as
advocates for said organizations. This process includes three phases: sharing of content and ideas, then
learning, and finally endorsing.
By effectively fostering dialogue about the mission, public service organizations facilitate progression
towards said mission. Lovejoy and Saxton, (2012) have concluded that microblogging is a more effective
tool for dialogue than the traditional website. Furthermore, it is widely accepted that “participation with a
community of like-minded consumers is an important factor contributing to the success of the brand”
(Dessart et al., 2015:30). Social media is a powerful way to communicate the value of nonprofits’ efforts
because it facilitates open communication (Edosomwan, Prakasan, Kouame, Watson, & Seymour, 2011).
Social platforms exponentially improve the visibility of offerings and interaction among current and
potential stakeholders. A nonprofit could easily post various opportunities and could target marketing
efforts to specific locations and demographics, using media tools to target people with specific interests and
reach a larger yet more specific audience.
Advocacy and reach are not the only benefits of social media engagement. Loyal followers and
supporters develop a sense of duty towards the organizations with which they engage, similar to board
members who "put the interests of the organization above their personal financial interests or that of another
organization with which they may also have a formal relationship," (Worth, 2013). A recent study of social
media efforts made by sports TV channels revealed that interactivity between clients and the channel had a
direct effect on channel loyalty (Lim, Hwang, Kim, & Biocca, 2015). Loyalty leads to contributions from
followers too, which for nonprofits, can easily translate into funding and resource sharing.
The loss or lack of funding is an ever-present issue within nonprofits; every public service organization
needs to ensure they can generate enough support to stay in operation and to maintain consistent
programming and services. When faced with funding problems, nonprofits can become burdened with
changing administrative duties and processes (Lazarevski, Irvine, & Dolnicar, 2008). This preoccupation
with sustainability can detract from activities designed for interacting with one’s constituency. This
problem which is a result of limited resources is compounded by a lacking knowledge base of social media
options within nonprofits. Fortunately, these hurdles are easy to overcome with the widespread availability
of social media tutorials, and most media platforms require no fiscal support.
While the pervasive presence of social media is a primary reason for its use as a communication vehicle,
that same trait can present a significant risk to organizations because anyone can begin, join or have a
powerful impact on a brand of an organization (Worth, 2013). The risks in social media can manifest as
negative comments or damaging reactions to content posted by the organization. However, these risks can
be mitigated if an organization clearly states the goals and expectations for participation. An increased
amount of monitoring social media accounts for negative material can reduce problems as well, but the
risks remain. Organizations must remain diligent and have a responsibility to develop reactionary plans.
With today’s business climate being driven by ease of access and immediate gratification, it would be riskier
for nonprofit organizations not to have a conspicuous and interactive online presence.
21
Journal of Management Policy and Practice, Volume 18(1) Pages 19 – 27. ISSN 1913-8067
REVIEW OF SUCCESSFUL SOCIAL MEDIA CAMPAIGNS
After reviewing nonprofits which have gained notoriety for their effective social media campaigns, it
became apparent that all have multifaceted approaches to social media engagement. March of Dimes tops
the Capterra Nonprofit Technology Blog’s list of effective social media campaigns because March of Dimes
shares stories on Facebook, blogs, uploads videos on YouTube, and even microblogs using Twitter. Another
pertinent trend among successful social media campaigns is the development of a content strategy that is
purposefully aligned with their particular missions (Readings, 2015). Encouraging user-generated content
was also common among the leaders in social media. Best Friends Animal Society matches people with
adoptable dogs with a facial recognition feature, allowing people to submit selfies then find a dog match
for them. Big Brothers Big Sisters asked participants to tell their stories for video upload onto YouTube,
and the resulting trove of videos could then be shared via other platforms to spread their mission and
promote their cause (Readings, 2015).
In a world where a need for immediate gratification influences decisions, organizations need to be able
to demonstrate results with a rapid accuracy. WaterAid is an organization that brings drinking water to
communities around the world, and their use of Instagram exemplifies proper exploitation of this trend of
end-user impatience. For their Malawi project, WaterAid utilized Instagram to post live updates on their
project, and by using a specific hashtag, directed traffic to WaterAid’s website, allowing for direct
communication, feedback, and funding. Social media also allows for the delivery of instant progress reports
to stakeholders and potential collaborators and donors (Readings, 2015). Keeping stakeholders informed is
key to fostering their continued support of an organization. The nonprofit structure that is donation-
facilitated, humanitarian-focused and membership-based presents opportunities for putting social media to
good use.
Social Media, the Internet, Crowdfunding, and the Triple Bottom Line
Gone are the days when nonprofit organizations relied solely on traditional methods of fundraising such
as direct mail, phone solicitations, or even door-to-door campaigns, in which volunteers would solicit their
neighbors to make a gift to a charity. The advent of the internet and social media has opened doors, as well
as a Pandora’s Box, by providing nonprofits new ways to raise money, build awareness about their cause,
recruit volunteers, thank donors, and share information. All of which, ultimately, contribute to managing a
triple bottom line of social, environmental, and financial returns.
Today social media plays a critical role in helping organizations meet the triple bottom line. According
to nonprofit technology consultant Five Paths, as organizations make “critical investments under tight
budgets” it is imperative to select “technology systems that are the most compatible, affordable, and
sustainable.” These systems enable organizations to “communicate” effectively and “deliver services” in a
manner that is “simple” and “cost-effective” (FivePaths, 2004). Thoughtful planning and integration of
social media will be instrumental in the nonprofit organization’s ability to meet the triple bottom line.
Social Media represents the next frontier for nonprofit and public service organizations. As society
becomes increasingly globalized, social media – allows organizations to bring their work to people who
live both near and far. Fluency navigating the online world and utilizing its array of networks can help
organizations espouse their benefits to society. Social Media platforms like Facebook, Twitter, and
Instagram have provided a new forum for non-profit organizations to promote their mission and expand
their base of supporters, donors, and volunteers.
Perhaps more significant than serving as a platform to promote an organization’s mission, social media
allows the newly expanded base of stewards to connect and engage with each other. Social networks are a
soap-box for expressing thoughts and learning new ideas; it is also a melting pot for new relationships. As
nonprofit organizations turn to social media to educate society on their mission, like-minded individuals
have the opportunity to connect and share their interest in the organization and its work. These platforms
allow relationships to begin and develop in ways that traditional outreach and engagement efforts have not.
Thoughtful integration of social media into an organization’s work can greatly impact its ability to meet the
triple bottom line.
22
Journal of Management Policy and Practice, Volume 18(1) Pages 19 – 27. ISSN 1913-8067
The Ice Bucket Challenge
The Ice Bucket Challenge is a recent example of how the ALS Association benefitted from the use of
social media to improve its triple bottom line (The ALS Association, 2014). In the summer of 2014,
individuals ranging from children to celebrities to CEOs throughout the world dumped ice buckets full of
water over themselves and, via Facebook, challenged others to do the same. This action was tied directly
to making a donation to help fight ALS (amyotrophic lateral sclerosis), commonly known as Lou Gehrig’s
disease. These “antics” were videotaped, posted on Facebook, and eventually went viral. The challenge
took on a life of its own and made a positive impact on the organization’s triple bottom line, by raising
money and awareness about this debilitating illness. Thanks to this innovative initiative, as of August 29,
2014, the ALS Association had received $100.9 million in donations compared to $2.8 million during the
same period the year prior (Munk, 2014). The Ice Bucket Challenge has raised more than $115 million for
ALS from existing donors, and more than 2.1 million new donors (Munk, 2014). ALS Association through
its website and social media has demonstrated its transparency, an essential component of managing the
triple bottom line.
Nonprofit organizations are under the scrutiny of charity watchdog groups; it is important for them to
provide accurate information regarding their triple bottom line. Any misstep has the potential to create a
social media firestorm, alienating donors, volunteers and the general public.
Giving Tuesday
December 31 is a significant day for nonprofits, as it marks the last day people may make charitable
contributions for the current calendar year and receive a tax benefit. In 2012, a new, significant day for
nonprofits was established by New York’s 92nd Street Y in partnership with the United Nations Foundation.
Giving Tuesday is a global movement that has engaged over 30,000 organizations worldwide to come
together for a common purpose: to celebrate generosity and to give (GivingTuesday, 2016).
Giving Tuesday takes place the Tuesday after Black Friday and Cyber Monday, which are blockbuster
days for retail sales in the United States. Many nonprofits capitalized on the holiday giving and shopping
season by participating in Giving Tuesday. According to preliminary results from Indiana University’s
Lilly School of Philanthropy, produced in partnership with the Case Foundation, nonprofit organizations
raised nearly $46 million in 2014, a 64% increase from the previous year (Held, 2014). Online donations
were estimated at $4.6 million for gifts made through the Network for Good online platform, which works
mainly with smaller organizations, and $26.1 million in contributions were made via Blackbaud software
for nonprofits (Held, 2014). More than 15,000 nonprofits reaped the financial rewards from Giving
Tuesday, which had 296,291 donations in 2014, a 53% increase from the previous year. Also, the number
of Tweets about #Giving Tuesday more than tripled from 2013 to 2014, and there was an increase in the
number of volunteers (Held, 2014).
Tweets and Facebook posts about a nonprofit can help increase awareness of the organization to a
bigger audience, which may include potential new donors. Also, it provides valuable insight to staff
members about donor trends and motivation. Finally, the data obtained gives the organization an
opportunity to adjust its social media strategy for greater impact.
The Triple Bottom-Line (TBL)
Due to increased competition and the economic downturn of recent years, there has been a shift in the
ways 501 (c) (3) nonprofits operate; they are beginning to function like for-profit businesses. With the rise
of the internet and technology, savvy donors have access to a plethora of information about nonprofit
organizations, thus establishing public demand for accountability, transparency and fiscal responsibility.
Also, members and donors are ultimately customers who keep nonprofit organizations in business and afloat
by making financial contributions and/or participating in the programs they offer. The triple bottom-line
(TBL) is an important approach nonprofit organizations can use to demonstrate responsible stewardship of
resources and the advancement of the organization’s mission. The concept TBL, also known as people,
planet, profit, has its genesis from the world of sustainability-focused business. It encapsulates a broader
23
Journal of Management Policy and Practice, Volume 18(1) Pages 19 – 27. ISSN 1913-8067
spectrum of values and benchmarks for measuring organizational (and societal) success: economic,
ecological, and social, and makes a case for companies to account for the full cost and impact of doing
business. Social media has begun to play a key role in how nonprofits improve their TBL. The standard for
TBL is being redefined and is evolving as a driver of innovation in nonprofits.
As leaders of nonprofits strive to maintain their TBL, formal social media strategies are becoming
paramount. Clearly, technology, the internet, and social media are powerful tools that can benefit an
organization’s TBL. In today’s fast-paced world, people are connected 24/7 and crave instant
communication. As of February 2014, Facebook had 1.23 billion users; 52 million of those users access the
mobile platform on a daily basis (Taulli, 2014). However, a rising concern is that Facebook has seen a
decrease in the number of teenagers using its platform and studies have shown this technologically savvy
and independent generation is shifting toward texting as its preferred communication vehicle (Olson, 2013).
Text to give may be a way for nonprofit organizations to reach millennials. It is our contention, though that
this reduction in the use of Facebook by this independent generation and future of philanthropy does not in
any way negate the importance of social media use to nonprofits. Regardless of the medium, first
impressions mean a lot, whether in person or online. To maximize the potential of their online presence,
nonprofits must make certain their website and social media platforms (e.g. Facebook, Twitter, LinkedIn)
are regularly updated. Using social media to share current news about how the organization is advancing
its mission and making prudent use of its funds will keep potential and future donors and volunteers
interested. Failure to do so may disengage these individuals, hence hurting the TBL.
There is no overt cost to participate in these platforms. They do, however, require an investment of
time. Once a nonprofit decides to proceed with a particular social media site, it must also commit to keeping
the content current and fresh. There should be new posts regularly to keep followers interested. Failure to
do so may result in people not visiting the sites, unfollowing or un-liking the organization, and finally, not
making a contribution of either time or money. Again, this can hurt the triple bottom line. In recognition
that many nonprofits have limited staff resources, it may prove beneficial for them to use a platform such
as Hootsuite, in essence, a one-stop shop for managing multiple social media platforms. This tool helps an
organization monitor what people are saying about it and allows for quick response times. The user-friendly
dashboard of Hootsuite makes it possible to view streams of content from various platforms simultaneously.
It is also recommended that this should not be left to lower level staff and interns. It should be the priority
and involvement of senior employees including C-Suite level employees. For example having the CEO
provide comments on the social media platforms and respond to donors concerns. Hearing from the CEO,
rather than an anonymous social media ghost writer, sends a strong message that the organization cares
about its donors and values their feedback. Additionally, it is important for nonprofits to monitor what the
competition is doing on social media and strive to stay one click ahead, as competition for donors and funds
is fierce.
Crowdfunding
Crowdfunding is yet another way in which nonprofits can use the social media to benefit their TBL.
“Used strategically, crowdfunding helps nonprofits build meaningful engagement, inform their work,
spread their messages, and expand their donor base to increase their overall funding and impact” (Gore &
DiGiammarino, 2014). Crowdfunding is a somewhat grassroots approach to fundraising in which donors
encourage their personal network of friends, family, and colleagues to join them in supporting a specific
organization or cause. In summary, although the use of social media and technology by nonprofits is still
in its infancy, the future looks promising for organizations to utilize these methods to raise money and
advance their missions. We can only wonder what the next “big thing” will be to help organizations manage
their TBL.
IMPLICATION FOR PRACTICE
It has become evident that an effective social media initiative for any nonprofit organization must utilize
social networking to broadcast its mission and engage with its audience. “Social Media can be called a
24
Journal of Management Policy and Practice, Volume 18(1) Pages 19 – 27. ISSN 1913-8067
strategy and an outlet for broadcasting while Social Networking is a tool and utility for connecting with
others” (Edosomwan et al., 2011, p. 83). Social media networking allows organizations to expand their
knowledge about members' and community needs and interests exponentially and improves their ability to
track interactions with social media analysis tools while responding strategically to trends. Technology-in-
practice becomes structured by experiences, knowledge, meanings, habits, power relations, norms, and
available technologies (Orlikowski, 2000).
A priority when implementing social media development plans must be to determine comprehensive
social media guidelines for the organization to address various issues, one must create a plan for change
before trying to create change. The first of these issues to address is the organization’s strategic vision,
regarding the selection of the right social media mix for the types of service messages they want to relay
and for the geographic locations of those they want to serve. A general understanding of the degree to which
the organization wants to establish a social media management system also needs to be developed. Self-
promotion should not be the primary goal of social media-driven campaigns but can be peripheral to
community programming and event promotion.
Safko, (2012) details the effective “Five Steps to Social Media Success.” The first step of this process
is to analyze current marketing strategies and related expenditures, leading to the disclosure of the cost of
acquiring new support for an organization. The next step prescribes a focus on developing for the
organization three high-profile social media categories: “blogging, microblogging, and social networks.”
Once identified and set up, these three tools require integration into existing marketing and engagement
strategies. By reviewing the existing priorities of strategic plans, selecting more easily achieved goals with
some help from social media becomes attainable. As resource limitations are a common problem among
nonprofits, addressing such limitations’ effects on the newly-developed strategy is step four discussed by
Safko, (2012). The final step detailed Safko, (2012) discussed is establishing a form of measurement for
success.
A cost-benefit analysis should be done to demonstrate the need for some limited funding to support
social media initiatives and campaigns. Managing multiple social media accounts could potentially be very
time-consuming, exposing a chronic problem among nonprofits. Many nonprofits assume they do not have
the staff available to give a social media initiative the initial attention it requires and make the mistake of
not measuring the return on investment of social media use. Measuring the return on investment helps
nonprofits to be intentional about marketing and engagement activities. Organizations must determine
benchmarks for success: what marketing objectives they are trying to satisfy, why stakeholders would
participate with or visit their platform, and also what they are going to do to link their efforts to their mission
(Hoffman & Fodor, 2010).
As specified earlier, social media interactions can present risks. The Information Systems Audit and
Control Association, Inc. (ISACA) has identified and categorized these risks as privacy-related risks,
regulatory and compliance risks, any loss of control, brand loss and negative publicity, and also identity
theft (ISACA, 2012). The top organizations involved with social media campaigns have highlighted and
taken steps to mitigate these types of threats unique to their social media campaigns. It is important to
determine the level of control kept within the organization and the level of control awarded to the
community, and to monitor the discussions on organization-related topics.
Regardless of the exact approach to social media, such outreach efforts need to be managed by a
dedicated entity within an organization. Recent research on this topic found that “organizations with defined
public relations departments are more likely to adopt social media technologies to achieve organizational
goals” (Curtis et al., 2010). Media managers, or even a small group of volunteers dedicated to social media,
could be provided training and develop guidelines for communicating with community members online.
Not only is it essential that an organization manage properly its online media presence, but that it
implements its online processes with the mission of the organization in mind (Worth, 2013).
25
Journal of Management Policy and Practice, Volume 18(1) Pages 19 – 27. ISSN 1913-8067
CONCLUSION
For nonprofit organizations to use social media effectively, it must initially take the time to develop a
comprehensive initiative. This initiative should include analysis of their current strategy, goals, and
marketing expenditures; and development of usage plans for the blogging, microblogging, and social
networks, ensuring the integration of the plan into the strategy of the entire organization. With a plan in
place and metrics to measure success selected, nonprofit organizations will be able to conserve two of their
most precious resources: time and money. An organization must focus on the implementation of said
initiative, ensuring each activity is in line with the mission and serves to strengthen relationships and the
reputation of the organization. Communication with stakeholders is the foundation of a successful
campaign. Evaluation and adjustments are also necessary steps in developing a social media initiative.
Social media use has a positive relationship with engagement and its three sub-categories, that is, social
capital, civic engagement, and political participation (Skoric, Zhu, Goh, & Pang, 2015). Maintaining an
active presence online is and will continue to be an essential component of marketing and communications
strategy (Worth, 2013). Despite any financial and time-related limitations, the value and usefulness of social
media cannot be overstated. In maintaining relevance in today’s digital society, nonprofit organizations
benefit from developing and implementing strategies that use these tools in support of their missions.
As nonprofit organizations respond to the increased public demand for accountability, they can further
enhance the triple bottom line by fully embracing the opportunities available through technology. Social
media, the internet, and crowdfunding provide new options that can help organizations meet the triple
bottom line. Social media represents the next frontier for nonprofit and hybrid organizations and allows an
expanded base of stewards to connect and engage with each other. Crowdfunding through the use of social
media offers a completely new way for nonprofits to obtain funding.
In conclusion, the world is a fluid and rapidly changing medium in which nonprofit organizations can
quickly become submerged. By remaining abreast of alternative forms of fundraising and being responsive
to public expectations of accountability, nonprofits can successfully use social media to boost the triple
bottom line to demonstrate fiscal responsibility, environmental sustainability, and social impact. This, in
turn, can enhance a nonprofit organization’s long-term financial sustainability and lead to even greater
positive social impact. Thoughtful integration of the organization’s mission with social media can further
enhance a nonprofit’s ability to effect change. Nonprofit organizations will be well served when they
effectively use social media for their triple bottom line.
REFERENCES
Bishop, M., & Green, M. (2008). Philanthrocapitalism: How the Rich Can Save the World. New York:
Bloomsbury Publishing.
Curtis, L., Edwards, C., Fraser, K. L., Gudelsky, S., Holmquist, J., Thornton, K., & Sweetser, K. D.
(2010). Adoption of social media for public relations by nonprofit organizations. Public Relations
Review, 36(1), 90–92. doi.org/10.1016/j.pubrev.2009.10.003
Dessart, L., Veloutsou, C., & Morgan-Thomas, A. (2015). Consumer engagement in online brand
communities: a social media perspective. Journal of Product & Brand Management, 24(1), 28–
42. doi.org/10.1108/JPBM-06-2014-0635
Edosomwan, S., Prakasan, S. K., Kouame, D., Watson, J., & Seymour, T. (2011). The history of social
media and its impact on business. Journal of Applied Management and Entrepreneurship, 16(3),
79 – 91.
Elowitz, B., & Li, C. (2009). The world’s most valuable brands. Who’s most engaged? Ranking the Top
100 Global Brands. Washington DC: ENGAGEMENTdb
FivePaths. (2004). Nonprofit Case Study: International Rivers. Retrieved June 22, 2016, from
https://www.fivepaths.com/projects/nonprofit
GivingTuesday. (2016). About GivingTuesday. Retrieved June 23, 2016, from
26
Journal of Management Policy and Practice, Volume 18(1) Pages 19 – 27. ISSN 1913-8067
http://www.givingtuesday.org/about/
Gore, E. M., & DiGiammarino, B. (2014, May). Crowdfunding for Nonprofits. Answers to five common
questions about launching a crowdfunding campaign. Stanford Social Innovation Review.
Retrieved from http://ssir.org/articles/entry/crowdfunding_for_nonprofits
Guo, C., & Saxton, G. D. (2014). Tweeting Social Change: How Social Media Are Changing Nonprofit
Advocacy. Nonprofit and Voluntary Sector Quarterly, 43(1), 57–79.
doi.org/10.1177/0899764012471585
Held, T. (2014, December). Giving Tuesday Shows Strong Growth in Both Donations and Volunteerism.
The Chronicle of Philanthropy. Retrieved from https://philanthropy.com/article/Giving-Tuesday-
Shows-Strong/152149
Hoffman, D. D. L. D. L., & Fodor, M. (2010). Can You Measure the ROI of Your Social Media
Marketing? MIT Sloan Management Review, 52(1), 41–49.
ISACA. (2012). Social Media Risk and Mitigation Guidance. Rolling Meadows, IL.
Lazarevski, K., Irvine, H., & Dolnicar, S. (2008). The Effect of Funding Changes on Public Sector
Nonprofit Organizations: The Case of Bushcare NSW. Journal of Nonprofit & Public Sector
Marketing, 20(2), 213–227. doi.org/10.1080/10495140802224852
Lee, K. (2015). Social Media for Non-Profits: High-Impact Tips and the Best Free Tools. Retrieved
January 11, 2016, from https://blog.bufferapp.com/social-media-non-profits
Lim, J. S., Hwang, Y., Kim, S., & Biocca, F. A. (2015). How social media engagement leads to sports
channel loyalty: Mediating roles of social presence and channel commitment. Computers in
Human Behavior, 46, 158–167. doi.org/10.1016/j.chb.2015.01.013
Lovejoy, K., & Saxton, G. D. (2012). Information, Community, and Action: How Nonprofit
Organizations Use Social Media. Journal of Computer-Mediated Communication, 17(3), 337–
353. doi.org/10.1111/j.1083-6101.2012.01576.x
Munk, C. (2014). Ice Bucket Donations Continue to Rise: $94.3 Million Since July 29. Retrieved June 22,
2016, from http://www.alsa.org/news/media/press-releases/ice-bucket-challenge-082714.html
Orlikowski, W. J. (2000). Using Technology and Constituting Structures: A Practice Lens for Studying
Technology in Organizations. Organization Science, 11(4), 404–428.
doi.org/10.1287/orsc.11.4.404.14600
Readings, L. (2015). 5 Nonprofits With Successful Content Marketing Campaigns. Retrieved January 11,
2016, from http://blog.capterra.com/nonprofits-successful-content-marketing-campaigns/
Safko, L. (2012). The Social Media Bible: Tactics, Tools, and Strategies for Business Success (3rd ed.).
Hoboken, NJ: John Wiley & Sons, Inc.
Skoric, M. M., Zhu, Q., Goh, D., & Pang, N. (2015). Social media and citizen engagement: A meta-
analytic review. New Media & Society, Online 1st, 1–23. doi.org/10.1177/1461444815616221
Taulli, T. (2014, February). Tech Founders: What I Learned From Mark Zuckerberg. Forbes. Retrieved
from http://www.forbes.com/sites/tomtaulli/2014/02/04/tech-founders-what-i-learned-from-mark-
zuckerberg/#3ee5a5f61268
The ALS Association. (2014). The ALS Ice Bucket Challenge. Retrieved June 22, 2016, from
http://www.alsa.org/fight-als/ice-bucket-challenge.html
Worth, M. J. (2013). Nonprofit Management: Principles and Practice (Third). Thousand Oaks, CA:
SAGE Publications, Inc.
Yawson, R. M., Amoa-Awua, W. K., Sutherland, A. J., Smith, D. R., & Noamesi, S. K. (2006).
Developing a performance measurement framework to enhance the impact orientation of the
Food Research Institute, Ghana. R and D Management, 36(2), 161–172. doi.org/10.1111/j.1467-
9310.2006.00423.x
27
Journal of Management Policy and Practice, Volume 18(1) Pages 19 – 27. ISSN 1913-8067
ACKNOWLEDGEMENT
We wish to acknowledge the following individuals who contributed in so many ways to the original
research from which this paper was prepared: Joseph Abrin, Jamie DeLoma, Crystal Ellington, and Oral
Walcott.
... It is part of some NfPOs' infrastructure, and they consider it an important means of communication (Gulyas et al, 2016). Social media has made it easier for NfPOs to reach out directly to the global public (Milde & Yawson, 2017;Nah and Saxton, 2013;Saxton et al, 2015). Therefore, it is important to understand the factors that influence social media adoption in the non-profit sector. ...
... The increasing adoption and usage of social media by NfPOs has led to increasing research in recent years on this topic (Namisango et al.,2019;Seo & Vu, 2020). However, most such studies have focused on social media in terms of its usage (Amtzis, 2014;Carboni & Maxwell, 2015;Lai, She and Tao, 2017;Milla et al., 2018;Seo & Vu, 2020), its impact (Cho et al., 2014;Gladwell, 2010), related strategies (Bortree & Seltzer, 2009;Milde & Yawson, 2017) and branding (Bernritter et al., 2016). Hence, this study aims to investigate whether the NfPO's size influences its social media adoption. ...
Exploring Social Media Adoption in Australian Not-for-Profit Organisations–Does Size Matter?
Conference Paper
Full-text available
  • Jul 2021
This study examined the adoption of social media by Australian not-for-profit organisations (NfPOs). Currently, social media is not only part of individuals' daily lives but also part of organisations' strategies, given the estimate that there are more than a billion social media users worldwide. In this regard, NfPOs are more likely than other organisations to use social media because of its affordability, considering that NfPOs typically have insufficient funds. Social media makes it easier for NfPOs to reach out directly to the global public. Hence, this study analysed 310 Australian NfPO websites, randomly selecting registered organisations from a publicly available list provided by the Australian Charities and Not-for-profits Commission. This study used website content analysis to identify organisations that have adopted social media. Further, it compared social media adoption between large, medium and small-sized NfPOs. A chi-square test of independence was used to determine whether NfPOs' size is related to their social media adoption, their use or frequency of use (interactivity) of social media and their choice of social media. Results revealed that size does not influence social media adoption by Australian NfPOs. Further, interestingly, more than half of the Australian NfPO social media adopters are frequent users of social media, and there is a relationship between the frequency of use and organisational size. The study also identified the social media platforms most preferred by Australian NfPOs.
View
... It's important to note that websites still play a crucial role in a digital strategy as they complement social media channels by providing more in-depth information and establishing initial communication with external stakeholders, such as possible donors or supporters (Ihm and Kim, 2021;Milde and Yawson, 2017;Seo and Vu, 2020). Additionally, websites can be used in marketing communications strategy, for example, to promote events and increase the possibility of receiving donations and funding (Milde and Yawson, 2017;Seo and Vu, 2020). ...
... It's important to note that websites still play a crucial role in a digital strategy as they complement social media channels by providing more in-depth information and establishing initial communication with external stakeholders, such as possible donors or supporters (Ihm and Kim, 2021;Milde and Yawson, 2017;Seo and Vu, 2020). Additionally, websites can be used in marketing communications strategy, for example, to promote events and increase the possibility of receiving donations and funding (Milde and Yawson, 2017;Seo and Vu, 2020). ...
Enhancing non-profit engagement: the extended model of webpage engagement and adoption for strategic management
Article
Full-text available
  • Aug 2023
This paper examines the study of Non-Profit Organization’s (NPOs’) webpages through the Strategic Online Communication Approach (SOCA) context to underpin public engagement. Although it can be argued that social networking sites such as Facebook or Twitter have a significant role in interactive online engagement, it is often webpages that have the critical role in creating engagement in the initial (and arguably most important) stage of opening dialog. In the SOCA context NPOs’ webpages need to be strategically planned and aligned with the NPOs goals and targeted to various stakeholders such as the general public, volunteers and donors. In general terms, this research resulted in a sequential model called EMEA (Extended Model of Webpages Engagement and Adoption) with three levels (information, interaction, and action). The EMEA model shows the efficiency and maturity of the webpages, indicating the level of engagement that should be possible, to therefore improve relationships with the public and obtain better results. Results show that the more ‘ways to help’ an NPO presents on its webpage, the greater the level of potential engagement (as different options to collaborate, convey trustworthy information, and control content are evident). Finally, this research showed that the greater engagement achieved by NPOs, the better the likely results and therefore the effective application of EMEA can explain and even predict success for NPOs. This paper only addresses web pages, and therefore further research is needed to clarify the role of Social Networking Sites (SNS) for high interactivity. Secondly, although EMEA is able to explain and even predict the levels of engagement, it is not evident that it necessarily occurs. Finally, although EMEA is applied correctly, it does not guarantee that NPOs are managing communication in the context of SOCA, since a multi-channel online strategy is required.
View
... This theory explains why communicators may exhibit a preference for utilising new communication channels, such as social media, over older electronic media (Kaminski 2011;Robinson 2009;Sahin 2006). The diffusion of innovations theory is considered significant in this study to understand how digital communication channels have attracted recent interest among NPOs (Suárez-Rico et al. 2019;Milde & Yawson 2017;Waters et al. 2009). Waters et al. (2009) report that social media has emerged as the most frequently utilised message dissemination channel, accounting for 74% of organisations' communication strategies. ...
Exploring non-profit organisations’ communication channels and message content
Article
Full-text available
  • Dec 2023
Currently, organisations have to decide which communication channel to use due to changes in the media landscape. Communication occurs through various channels, such as television, radio, print, email, phone, social media, and messaging apps. Each channel has its own set of rules, conventions, and nuances, which influence how messages are interpreted and received. This study investigated ways in which non-profit organisations in South Africa communicate their corporate social responsibility efforts. A survey questionnaire was distributed to 245 employees of nonprofit organisations in Gauteng province, South Africa, and data were analysed using SPSS software. The findings identified meetings as one of the most frequently employed approaches for internal communication. Further, this study found that NPOs preferred older or established means of communication over newer media. More specifically, non-electronic media such as meetings and word-of-mouth were used more than electronic media such as emails or SMS messaging, whereas social media was used less frequently than electronic media. This study adds to the existing literature on corporate social responsibility communication by highlighting the types of messages and diverse communication channels used by South African nonprofit organisations. It provides information that can be utilised to comprehend the different communication channels used by non-profit organisations.
View
... Participants use a shared hashtag during a predetermined time frame to join the conversation. Milde and Yawson (2017) explained that hashtags hold value for nonprofits in that they connect social media users with shared interests and beliefs that are consistent with an organization's work. Similarly, noted, "Hashtags work best when they have been established and agreed upon, which usually happens when an organization recommends a specific hashtag to be used by those interested in an event or conversation" (p. ...
Can We Chat . . . Privately? Using Twitter Chats to Facilitate Offline Engagement for Nonprofits
Article
  • Jul 2022
This study examines a health-focused nonprofit organization’s Twitter chats, using qualitative content analysis and social network analysis (SNA) to describe the characteristics of participants and their patterns of interaction. Together, these analyses indicate that Twitter chats do not produce the dialogue that seems inherent to the format. The chats are driven by a small group of users, feature minimal levels of participation from most users, and are heavy on retweets rather than original messages. Nevertheless, these chats can serve to identify committed users and thereby facilitate future offline relationship building rather than being the primary source of relationship building. Offline interactions hold the potential to result in dialogue consistent with theoretical models; however, these interactions may instead serve organizational purposes within an advocacy context. Suggestions that focus on exploring the value of social media for generating offline engagement and relationship building for further research are made.
View
... Furthermore, social media can be strategically used to support or improve an organization's TBL [38]. Even though social media offers a viable channel to disseminate organizational values and initiatives, the message content communicated on social media can vary in its effectiveness for engaging and building trust with stakeholders. ...
B Corps’ Social Media Communications during the COVID-19 Pandemic: Through the Lens of the Triple Bottom Line
Article
Full-text available
  • Aug 2021
The COVID-19 pandemic and rising demand for transparency has heightened the importance of sustainability communications on social media to generate deeper stakeholder engagement. Although B Corporations (B Corps), businesses committed to the triple bottom line (TBL), could serve as a catalyst for sustainable development, little is known about how they communicate on social media during a crisis. Therefore, we examined social media communications of B Corps to (1) identify salient topics and themes, (2) analyze how these themes align with the TBL, and (3) evaluate social media performance against industry benchmarks. We focused on the apparel, footwear, and accessories (AFA) sectors in the U.S. and chose Twitter, a platform known for crisis communication. Using a qualitative method, we found four topics and 21 underlying themes. Topics related to social/environmental issues and COVID-19 were most dominant, followed by product/brand promotions. Further classification of specific themes and cases from a TBL perspective demonstrated that, overall, B Corps in the AFA sectors leveraged various approaches to promote balance between each TBL dimension. Lastly, although collectively B Corps exceeded some of the Twitter industry benchmarks, at an individual level, most brands had room for improvement to build a stronger community and promote synergy among the three pillars of the TBL.
View
Message Content and Diversity as an Effective Nonprofit Fundraising Strategy on Social Media
Article
  • Dec 2024
  • NONPROF VOLUNT SEC Q
This article explores the relationship between solicitation messages posted by nonprofit organizations on their Facebook profile and attracting donations during online fundraising events. Recent studies suggest that certain types of messages are more effective at spurring donors to give, but the evidence base is founded mainly on experimental designs. We use observational data for 752 nonprofits that participated in one or both of the Omaha Gives fundraising events in 2015 and 2020. Using the total amount of money donated to each organization as our outcome, we find nonprofits that post more diverse solicitation messages raise more money during online fundraising events. Consistent with previous studies, social media network size and activity (likes, posts, and shares) are once again important factors in explaining fundraising success. Our results provide deeper insights into the nuances of social media strategies for attracting donors and raising funds.
View
View
View
Nonprofit Organizations’ Dialogic Use of Social Media: Principles and Practice
Article
  • Oct 2022
Previous studies of social media use by nonprofit organizations suggest that social media’s dialogic potential has not yet been fully realized in this sector. Yet this body of research draws its inferences predominantly from social media trace data; the field is missing more explanatory evidence from the accounts of those nonprofit professionals who manage and coordinate social media for their organizations: What are the motivations and strategies of nonprofit professionals who manage and coordinate social media (social media point persons)? How are these strategies shaped (or not) by the dialogic capabilities of social media? To answer these questions, we conducted semi-structured interviews with 19 social media point persons. Through grounded theory analysis of these interviews, we find – in contrast to previous research – that social media practices are approached strategically and are underpinned by the five principles of dialogic communication proposed by Kent and Taylor: mutuality, commitment, propinquity, empathy and risk. We also find that nonprofit professionals intend to be reactive moderators in dialogue, with the goal of catalyzing a community of civic discourse.
View
An integrated social media communication view on content marketing by South African non-profit sectors
Article
Full-text available
  • Jul 2021
Background: Organisations widely adopt social media to communicate with stakeholders, yet research into content marketing in the South African non-profit sector is sparse. It is concerned with consistently producing valuable and relevant content for social media. As it is generally associated with the field of marketing, limited research exists from a communication perspective. This perceived gap in taking a communication stance prompted this investigation into the ways in which these organisations attend to social media content aspects. Objectives: The research objective was to acquire a broad understanding of content marketing on social media, unique to South African non-profit organisations. Key areas that were uncovered and statistically verified in an earlier quantitative study and how these are attended to in real life were explored. Method: A qualitative approach was used to obtain in-depth insights into the use of content marketing. Semi-structured interviews were used as data collection method to explore non-profit sector’s approaches to social media communication, and to determine whether their efforts could be regarded as being integrated. Results: The findings yielded valuable insights into the ways that non-profit sectors in South Africa practise social media communication. The benefits of using social media for communication is acknowledged, yet vital aspects such as sourcing content, considering stakeholders’ needs and demographics communication, using available planning tools and recognising employees as internal ambassadors are not considered. Conclusion: The findings of this study highlight several key areas and topics that organisations should consider an integrated social media communication approach as an alternative for content marketing in the non-profit sector.
View
View
Social media and citizen engagement: A meta-analytic review
Article
Full-text available
This meta-analytic study reviews empirical research published from 2007 to 2013 with an aim of providing robust conclusions about the relationship between social media use and citizen engagement. It includes 22 studies that used self-reported measures of social media use and participation, with a total of 116 relationships/effects. The results suggest that social media use generally has a positive relationship with engagement and its three sub-categories, that is, social capital, civic engagement, and political participation. More specifically, we find small-to-medium size positive relationships between expressive, informational, and relational uses of social media and the above indicators of citizen engagement. For identity- and entertainment-oriented uses of social media, our analyses find little evidence supporting their relationship with citizen engagement.
View
Consumer engagement in online brand communities: A social media perspective
Article
Full-text available
  • Mar 2015
Purpose – This paper aims to delineate the meaning, conceptual boundaries and dimensions of consumer engagement within the context of online brand communities both in term of the engagement with the brand and the other members of the online brand communities. It also explores the relationships of consumer engagement with other concepts, suggesting antecedents of engagement. Design/methodology/approach – Data are collected through semi-structured interviews with 21 international online brand community members, covering a variety of brand categories and social media platforms. Findings – This paper suggests that individuals are engaging in online communities in social network platforms both with other individuals and with brands. The study also identifies three key engagement dimensions (cognition, affect and behaviours). Their meaning and sub-dimensions are investigated. The paper further suggests key drivers, one outcome and objects of consumer engagement in online brand communities. These findings are integrated in a conceptual framework. Research limitations/implications – Further research should aim at comparing consumer engagement on different social media and across brand categories, as this study takes a holistic approach and does not focus on any particular category of brands or social media. Consumers’ views should also be evaluated against and compared with marketing managers’ understanding of consumer engagement. Originality/value – This paper contributes to the fast-growing and fragmented consumer engagement literature by refining the understanding of its dimensions and situating it in a network of conceptual relationships. It focusses on online brand communities in rich social media contexts to tap into the core social and interactive characteristics of engagement.
View
Can You Measure the ROI of Your Social Media Marketing?
Article
Full-text available
  • Oct 2010
  • MIT SLOAN MANAGE REV
This paper argues that social media metrics should be captured as customer investments in marketers’ social media efforts and that applications considered in concert with performance objectives drive the choice of metrics. Motivating this approach are the “four c’s” that drive consumer use of social media. These include the connections consumers make with each other, the user-generated content they create, their consumption of other users’ content and their control of their own online experiences. Social media metrics that are linked to three broad social media performance objectives are identified for eight general categories of social media applications and the paths managers have for improving social media effectiveness that rely on using these metrics are discussed.
View
Nonprofit Management: Principles and Practice, 6th edition
Book
  • Oct 2020
Textbook for courses focused on nonprofit management
View
View
Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations
Article
  • Jul 2000
  • ORGAN SCI
As both technologies and organizations undergo dramatic changes in form and function, organizational researchers are increasingly turning to concepts of innovation, emergence, and improvisation to help explain the new ways of organizing and using technology evident in practice. With a similar intent, I propose an extension to the structurational perspective on technology that develops a practice lens to examine how people, as they interact with a technology in their ongoing practices, enact structures which shape their emergent and situated use of that technology. Viewing the use of technology as a process of enactment enables a deeper understanding of the constitutive role of social practices in the ongoing use and change of technologies in the workplace. After developing this lens, I offer an example of its use in research, and then suggest some implications for the study of technology in organizations.
View
Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations
Article
  • Jan 2008
  • ORGAN SCI
As both technologies and organizations undergo dramatic changes in form and function, organizational researchers are increasingly turning to concepts of innovation, emergence, and improvisation to help explain the new ways of organizing and using technology evident in practice. With a similar intent, I propose an extension to the structurational perspective on technology that develops a practice lens to examine how people, as they interact with a technology in their ongoing practices, enact structures which shape their emergent and situated use of that technology. Viewing the use of technology as a process of enactment enables a deeper understanding of the constitutive role of social practices in the ongoing use and change of technologies in the workplace. After developing this lens, I offer an example of its use in research, and then suggest some implications for the study of technology in organizations.
View
The Social Media Bible: Tactics, Tools, and Strategies for Business Success
Book
  • Jan 2009
""The social media phenomenon is still ramping up, and this book provides useful and timely business advice."-Vint Cerf, Father of the Internet" ""Social media and customer care are rapidly coming together. This Second Edition is a must-read for any professional who wants to stay on top of this rapidly changing topic. From the basics to long-term social media strategy, this is the only resource book to have on your desk."-Scott Ross, Senior Vice President, Sales and Marketing, NCO Group, Inc." ""Lon Safko and The Social Media Bible address the key questions-Why should I take part in social media? How should I take part? How do I reap the greatest benefits?-while also providing the push to take the next step."-Jeff Hagen, Director, Consumer Services, General Mills" ""Lon Safko is a serial technologist who really understands social media and is also blessed with the gift of being a great communicator. His book deftly takes you from 'Social Media 101' all the way to PhD status in a format that is easy to browse, informative, and powerful."-Tom Asher, Director, Consumer Relations, North America, Levi Strauss & Co." "The new edition of the ultimate guide to social media" "The Social Media Bible, Second Edition delivers the most comprehensive single resource available for marketing in the social media universe. Here you'll find top-to-bottom coverage of the tactics, tools, and strategies to successfully grow your business in these new media channels." "Revised and updated with user-generated feedback and content, this Second Edition features the latest techniques, platforms, technologies, people, companies, and more, enabling you to make smart moves in the social media world and get the most out of your marketing strategy. Inside this new edition, you'll discover:" "The 100-plus best companies providing software, sites, apps, gaming platforms, and more" "The five steps for developing a successful social media marketing plan" "How to win in social media whether you're a one-person company or a Fortune 500 company" "Additional online content available for book purchasers" "Interviews with 50 different experts, from Twitter inventor Biz Stone to social media marketer extraordinaire Gary "V" to senior vice presidents at YouTube, Yahoo!, Microsoft, Google, and Flickr" "How to measure social media ROI, including numerous examples from companies of all sizes"--BOOK JACKET.
View
Adoption of Social Media for Public Relations by Nonprofit Organization
Article
  • Mar 2010
  • PUBLIC RELAT REV
This survey of nonprofit public relations practitioners (N=409) applied the Unified Theory of Acceptance and Use of Technology (UTAUT). Findings indicate that women consider social media to be beneficial, whereas men exhibit more confidence in actively utilizing social media. Organizations with specified public relations departments were more likely to adopt social media. Positive correlations between UTAUT factors and credibility indicated a greater likelihood to adopt social media.
View