No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Helping Content Strategy: What Technical Communicators Can Do for Non-Profits
Abstract
Purpose : Contemporary non-profit organizations must reach a variety of audiences in order to sustain themselves and must compel these audiences to take action on behalf of a specific cause. At the same time, past research has indicated that non- profit professionals often lack the necessary training and expertise to leverage digital technologies for effective communication. This research study explores how technical communicators can assist non-profits by helping them develop effective content strategies.
Method : This report of research findings is based on an ongoing Participatory Action Research (PAR) project, which included a series of focus groups with representatives of thirteen different organizations as well as interventions with several other organizations. The goal has been to learn about and help improve non-profit content strategy in the community of Greenville, North Carolina.
Results : We found that while non-profits do rely on a variety of media to fulfill their goals, they prefer pre-digital media. Our participants also defined audiences in a very loose manner, used content in a non-targeted way, and favored existing organizational processes over content strategy best practices.
Conclusions : Ultimately, we provide several ways technical communicators can assist non-profits through low-cost or free consulting and the development of educational materials. We hope that fellow professionals will engage in this necessary work because non-profits in the United States form an important "third sector" of the economy that provides essential services to countless individuals.
... The technical and professional communication (TPC) field comprises researchers and practitioners with a common "expertise in communicating complex, technical information through various skills, media, and genres" [1]. The TPC field requires myriad skills including writing, editing, oral communication, and cross-functional teamwork [1]. ...
... The technical and professional communication (TPC) field comprises researchers and practitioners with a common "expertise in communicating complex, technical information through various skills, media, and genres" [1]. The TPC field requires myriad skills including writing, editing, oral communication, and cross-functional teamwork [1]. Content strategy is a diverse field that intersects TPC but also features its own skills, workflows, and definitions. ...
... For us, three TPC academics who occasionally work as content strategy practitioners, content strategy is about • organizations setting realistic goals for information that is presented in a variety of formats • organizations thinking strategically about who is reading their content and why • organizations realizing that content strategy is a cyclical, iterative process that is never definitively solved • organizations developing a strategic plan and vision for content [1]. Those four aims summarize the field of content strategy as it intersects with technical and professional communication. ...
The study sought to evaluate the challenges and effects of radio broadcasting at Ghanaian universities, with a special focus on Radio Universe 105.7FM. The study was conducted to get a knowledge of the issues connected with campus radio broadcasting, the impact of these challenges, and solutions to manage campus radio broadcasting. To achieve the study aims, a mixed research approach and an exploratory research design were used. The study made use of both primary and secondary data sources. The study included fourteen (14) people. To collect data from study participants, the researchers employed a self-administered questionnaire and an interview. Radio Universe operations are hampered, according to the study, by a lack of funds to run campus radio broadcasting, radio licensing and renewal requirements, businesses' unwillingness to place radio commercials on campus radio, infrastructure, equipment, logistics, and operations financing, particularly programming expenditures. The survey also discovered that campus radio station operations encounter difficulties in self-promotion and gaining the requisite personal knowledge to fulfill all commitments. The paper claims that radio operations fall short of society's expectations due to a lack of components judged appropriate for inclusion in public radio programs, which university radio cannot achieve. Managing campus radio operations, according to the research, needs proactive planning, sticking to a specific broadcasting goal, and hiring devoted workers. According to the report, Radio Universe may be managed by maintaining adequate logistics, awarding performance, establishing flexible work schedules, and rewarding stipends to student workers. As a non-profit organization, the report advised that Radio Universe's management seek financial assistance from Non- Governmental Organizations and the government. According to the findings, Radio Universe's human resource managers and leadership should improve their marketing strategies to acquire business patronage for their services. According to the findings, Radio Universe's operations are regularly updated to meet or anticipate the needs of their clientele. According to the report, Radio Universe should consider collaborating with other wellknown radio stations to address the challenges they face in their operations. The paper adds to the body of knowledge on campus radio broadcasting. The research also adds to the body of knowledge about the difficulties associated with campus radio broadcasting. The study also adds to the literature on the influence of radio broadcasting problems on radio station operations.
In this special issue, we use content management to refer to a particular type of content management: component content management. Component content management is an interdisciplinary area of practice characterized by methodologies, processes, and technologies that rely on principles of reuse, granularity, and structure to allow communicators to create and manage information as small components rather than as entire documents. When information is created and managed as small components, these components can be assembled and published in myriad ways, as in the case of the above example. By shifting the focus of information development from entire documents to reusable units of information, content management has brought on a magnitude of changes to the field of professional and technical communication over the past 15 years. It has changed work processes and practices and, in doing so, redefined what it means to be a communicator. This special issue focuses on these changes and their implications for the field moving forward.
This paper explores cross-country variations in charitable giving and investigates the association of welfare state policies with private philanthropy. Hypotheses are drawn from crowding-out theory and considerations about the influence of a country’s mixed economy of welfare. We add to the on-going discussion concerning the crowding-out hypothesis with empirical evidence by looking at specific charitable subsectors people donate to across countries. Using Eurobarometer survey data that include 23 countries, we find no evidence for a crowding-out effect, but rather a crosswise crowding-in effect of private donations. Moreover, giving behaviour differs between non-profit regimes.
The papers in this special section focus on effective content strategies. As a unifying vision and action plan, content strategy brings together various specialized writing communities, including professional and technical communication, marketing communication, and web development, ideally breaking disciplinary silos and biases and promoting convergence of these four key dimensions of practice Component content management—an interdisciplinary area of practice that focuses on creating and managing information as small components rather than documents has brought significant changes to professional and technical communication work since 2008. One major change is the move toward integrating organizational and user-generated content as well as disciplines and departments, expertise and roles, and business processes and tools. As stakeholders with various backgrounds across organizational units increasingly work together to create and publish content components, they need a unifying approach that fulfills business goals, organization requirements, and user needs. Content strategy has been proposed as that unifying approach.
This paper considers the nature of professional learning arising through the processes of carrying out action research in professional organizations. It suggests that communicative space opened up outside of the professional context can lead to unanticipated professional learning. Such learning could be considered transformative in the way it leads professionals to reframe their understanding of the dilemma arising from doing action research. To illustrate this, two cases are presented to show the pivotal role university tutors can play not only in the way they create and maintain communicative space but also in the way they purposefully employ strategies to interrupt and challenge viewpoints, assumptions and practices held by professionals doing action research, enabling professional learning to become transformative.
Service-learning projects that connect students in new media writing courses with community organizations are typically framed as opportunities for students to develop production skills through “real-world” projects. This article proposes a different model and rationale for digital-age service-learning projects, in which students teach organizational staff and/or the constituents they serve both how to produce new media texts and how to use these texts for rhetorical action. A pedagogical framework for this model is presented, which outlines three dimensions that constitute the capacity for rhetorical action with new media: functional competence with particular technologies, a critical perspective on technology, and a rhetorical approach to technology and media creation. Two iterations of a course called Digital Storytelling in Organizations, which used this service-learning model and pedagogical framework, are described. A rationale for translating this service-learning model to courses that feature other new media technologies is also discussed.
This study examines compensation strategies (techniques for dealing with knowledge gaps between learner and interlocutor), relates them to synoptic and ectenic learning (Ehrman and Leaver, 2002, 2003), and suggests reasons for the fact that ectenic learners, who need conscious control of what they are learning, seemed to communicate meanings of words to judges better than the synoptics, who feel freer to rely on their intuition and pre-conscious processing, but also tend to use more novel and therefore less readily comprehensible figures of speech. The subjects were French learners of English.
Members of the editorial board of Action Research responded to the question, `Why action research?' Based on their responses and the authors' own experiences as action researchers, this article examines common themes and commitments among action researchers as well as exploring areas of disagreement and important avenues for future exploration. We also use this opportunity to welcome readers of this new journal and to introduce them to members of the editorial board.
Nonprofit organizations play a pivotal role in recent efforts to devolve public responsibilities to lower levels of government and other sectors. The capacity of these organizations to serve as the public safety net, however, has come under question. This multiphase research project focused on the impact of welfare reform on community-based nonprofits in Cuyahoga County, Ohio. The study includes surveys, focus groups, and a case study. Results to date strongly suggest that, in spite of their importance to the welfare reform effort, the capacity of smaller nonprofits to adopt the business-oriented approach required to meet the expectations of government contracts is profoundly limited. This study discusses the implications of these findings for an enduring issue in political theory, the role of nonprofits as schools or laboratories of citizenship, and suggests that the loss of their public character is in danger of going unnoticed.
This study examines the content of president's letters of high and low performing firms in an effort to discover patterns in communication strategy.. Preliminary analysis of president's letters of the top and bottom 25 firms of the Fortune 500 based on return on equity revealed six recurring themes: (a) Environment, (b) Growth, (c) Operating Philosophy, (d) Markets and Products, (e) Unfavorable Financial Reference, and (f) Favorable Financial Reference. Results indicate that high and low performing firms can be correctly classified based on themes emphasized in their respective presidents' letters. Low performing firms were correctly classified more frequently than high performing firms and both groups placed predominant emphasis on the past. These findings suggest that financial performance influences the manner in which CEOs report annual corporate results.
Two project profiles depict content management as inquiry-driven practice. The first profile reflects on a project for a national professional organization that began with a deceptively simple request to improve the organization's website, but ended with recommendations that ran to the very core mission of the organization. The second profile focuses on an organization's current authoring practices and tools in order to prepare for a significant change: allowing users to develop and organize content.
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.
Action-oriented research is a methodological approach for doing collaborative research with practitioners and community partners that can inform practice, programs, community development, and policy while contributing to the scientific knowledge base. This article discusses how family scholars can use action-oriented research to work together with community partners to address their need for useful information about their practices and programs. We present some practical strategies that can help guide the action-oriented research process including how to develop collaborative relationships with community partners; suggestions for determining sound, action-oriented research questions; guidelines for selecting and implementing appropriate research designs; and considerations regarding data collection and the dissemination of findings.
In this study, nonprofit organizations (NPOs) in New Zealand were surveyed to explore influences on adoption and use of information and communication technologies (ICTs). We sought to extend existing research by considering “institutional” influences alongside organizational and environmental features and by examining how institutional forces affect optimal use of ICTs. Findings suggest that NPOs adopting and using ICTs tended to be self-perceived leaders or those who scanned the environment and emulated leaders and tended to have organizational decisionmakers with the expertise to enable adoption and use. Furthermore, optimal fit of ICTs tended to be spurred by institutional forces if accompanied by self-perceived leadership and appropriate organizational resources. Implications for practice and theory are explored.
Quantitative content analysis can enrich research in technical communication by identifying the frequency of thematic or rhetorical patterns and then exploring their relationship through inferential statistics. Over the last decade, the field has published few content analyses, and several of these applications have been qualitative, diluting the method's inherent rigor. This paper describes the versatility of quantitative content analysis and offers a broader application for its use in the field. This discussion frames two original case studies that illustrate the design variability that content analysis offers researchers.
This research examines how nonprofit organizations perceive and utilize the internet through the framework of Habermas’s theory of the public sphere. In seven focus groups across the country, 52 people responsible for creating internet strategy and/or web content for nonprofit organizations participated. Claims of sweeping improvements in democratic participation through the internet were not supported. Almost no organizations utilized the technology for horizontal or vertical flows of communication, data communality, interactivity, or engaged participation. Furthermore, these nonprofit organizations believed the internet offered little democratizing power but paradoxically provided instant credibility. Those making communication decisions overwhelmingly performed in technical rather than strategic roles as they pushed their message out to the public without any regard to feedback or communication strategy. These individuals also believed the corporate model would drive future internet growth, although they rarely trained internet workers. Possible reasons for these findings and implications for nonprofit organizations are discussed.
Guest editor article as overview for an issue of Technical Communication consisting of 5 applied research articles.
Nonprofits must reach a variety of community audiences to sustain their organizations, and these audiences include potential volunteers, donors, and clients. With the increasing availability of open-source, freely available, and inexpensive communication technologies, many nonprofits can now develop a robust web presence that targets a variety of audiences via a variety of channels. In this article, we present a three-part heuristic to help nonprofits better manage digital content. This heuristic is comprised of developing audience awareness and interaction, making use of emerging technologies, and building sustainable partnerships. Using a project designed to help a homeless shelter improve its content strategy, we explore this heuristic and its implications for helping technical and professional communicators improve local nonprofit digital capacities.
Contemporary non-profit organizations must reach a variety of audiences in order to sustain themselves, and must compel these audiences to take action on behalf of a specific cause. At the same time, digital communication is becoming an essential venue for reaching new audiences. Past research has indicated that non-profit professionals often lack the necessary training and expertise to leverage digital technologies for effective communication. This report of preliminary research findings is based on an ongoing Participatory Action Research (PAR) project to learn about, and help improve, non-profit content strategy in the community of Greenville, NC. The project included a series of focus groups with representatives of thirteen different organizations. Ultimately, I provide heuristics gleaned from the initial findings of this study and my ten years of working with non-profits to help improve their web presence and content strategy.
Purpose: The purpose of this article is to illustrate how processes of translation, technical communication, and design converge in the development and dissemination of multilingual content at a non-profit organization in the US. Method: As part of a larger project, the researchers observed and recorded (throughvideo footage and field notes) translation activities taking place in a Language Services office during the course of two years. To visualize translation activities, the researchers used screencast recordings that captured how translators coordinated digital resources (e.g., digital translation tools, online dictionaries) to successfully translate information. Finally, the researchers conducted 12 artifact-based interviews withtranslators at the researchsite. Results: Results show that translation, technical communication, and design activities are enacted iteratively and recursively by participants at this researchsite. Translators at this site must work across diverse design processes (UX design, information design, visual and document design) that often get subsumed into the translation process. Althoughemployees within this organization do not consider themselves designers or technical communicators, the work that takes place within this office requires expertise across these areas of study and practice. Conclusion: Designing and creating multilingual content often requires the intellectual contributions of individuals who can move across translation, technical communication, and design activities simultaneously. As the field of technical communication (particularly in the US) continues to acknowledge the value of global, multilingual content, it’s important that we highlight the expertise and added value of the multilingual communicators who make this work possible and accessible to users across cultures and languages.
In this experience report, authors detail how qualitative User Experience (UX) research aligned the interests of UX researchers with the interests of the communities being investigated to increase participant engagement. Because UX research is designed to maximize insights into user motivation, part of UX ethical concerns should include how insights get integrated into the communities where the technology is deployed. This report discusses successes and challenges of drawing conclusions from qualitative research in an annual art event. In the Fargo-Moorhead Art Marathon, content creators collected user data, collaboratively strategized with participants, and refined a three-year-old event that has grown from a loose assortment of performances into a ten-day multi-mediated art event created for alternative art engagement. The authors, who conducted initial research to create a phone app to track the participant progress, report on how event data during was evaluated and folded into the next iteration.
This article considers how issues of power and legitimacy in technical communication are connected to clearly defining what a technical communicator does. An articulation of what technical communicators do can grant the field power in presenting a united front to employers with respect to the value technical communicators bring to the workplace. So as to leverage the power and legitimacy associated with articulating what technical communicators do, this article reviews and revises the Bureau of Labor Statistics Occupational Outlook Handbook (OOH)’s definition of technical communicator. To effectively revise the OOH’s definition, this article reviews academic and practitioner scholarship in technical communication and the administration of technical and professional writing programs. It demonstrates that concerns about practical skills, conceptual skills, and flexibility are related to legitimacy and power. These concerns can be used as criteria to evaluate and revise the OOH’s definition of technical communicator. In closing, the article discusses the benefits associated with the revised definition and how these benefits are related to issues of power and legitimacy in the field.
Tensions among research, teaching, and service are real, and they are unproductive when they limit the type of work valued by the university (see Sosnoski 1994). There have been some notable attempts to rethink the work of the university and establish new ways to value a range of faculty initiatives that don't fit into the hierarchy of research, teaching, and service (for example, Boyer 1997). One of the more interesting attempts is the 1996 report by the MLA Commission on Professional Service, which takes as one of its starting places the imbalance among research, teaching, and service. The commission notes that service in particular is almost completely ignored or seen as an activity lacking "substantive idea content and significance" (171). There is nothing new either in the university's hierarchy of values or in the denigration of service. Yet this taxonomy of faculty work should be disconcerting to those of us who believe that a university must have long-term commitments to serve the community in which it is situated. But perhaps more problematic is the view of service as an intellectual wasteland. My most general concern in this chapter is this view of service as lacking substance and significance. (I will focus, however, on community service learning rather than departmental or university service.) To be sure, the MLA Commission on Professional Service offers an intriguing rearticulation of research, teaching, and service into "intellectual work" and "academic and professional citizenship," with research, teaching, and service recast as sites of activity that can be found in both categories. I am interested in a tighter refiguring of these sites of activity for two reasons. The first is more general and is based on an argument that "service" is actually an epistemologically productive site of activity. It is this issue that serves as a framework for the chapter. My second reason for working toward a tighter configuration of research, teaching, and service comes specifically from the strengths, purposes, and applications of technical and professional writing. This discipline, perhaps more so than others, is immediately relevant to communities around a given university, is a powerful place from which to serve those communities, and is a discipline that will grow in sophistication from work outside the university. 1 What I have described in these last few sentences is not "mere" service but also combines teaching, program design, and research into a matrix of interests and activities. My argument is this: An approach to technical and professional writing that works toward a rearticulation of research, teaching, and service is a powerful way to do academic work and can positively alter the meaning and value of technical and professional writing itself as a site of activity.
Content is king. . . and the new kingmaker. . . and your message needs to align with your model and metrics and other mumbo jumbo, right? Whether you're slogging through theory or buzzwords, there's no denying content strategy is coming of age. But what's in it for you? And if you're not a content strategist, why should you care? Because even if content strategy isn't your job, content's probably your problem-and probably more than you think. You or your business has a message you want to deliver, right? You can deliver that message through various channels and content types, from Tweets to testimonials and photo galleries galore, and your audience has just as many ways of engaging with it. So many ways, so much content. . . so where's the problem? That is the problem. And you can measure it in time, creativity, money, lost opportunity, and the sobs you hear equally from creative directors, project managers, and search engine marketing specialists. The solution is content strategy, and this book offers real-world examples and approaches you can adopt, no matter your role on the team. Put content strategy to work for you by gathering this book into your little hands and gobbling up never-before seen case studies from teams at Johns Hopkins Medicine, MINI, Icebreaker, and more. Content Strategy at Work is a book for designers, information architects, copywriters, project managers, and anyone who works with visual or verbal content. It discusses how you can communicate and forge a plan that will enable you, your company, or your client get that message across and foster better user experiences. Presents a content strategy framework and ways to implement in both in-house marketing departments and consultancies Includes case studies, interviews, and lessons learned from retail, apparel, network television, business-to-business, automotive, non-profit, and higher ed brands Details practical sales techniques to sell content strategy and use content strategy processes to sell other services and larger projects. 2012 Appropriate, Inc. Published by Elsevier, Inc. All rights reserved.
As technical communication gains the technology to deliver dynamic custom documents, the importance of audience analysis increases. As a major factor in supporting dynamic adjustment of document content, the audience analysis must clearly capture the range of user goals and information needs in a flexible manner. Replacing a linear audience analysis model with a multidimensional model provides one method of achieving that flexibility. With a minimum of three separate dimensions to capture topic knowledge, detail required, and user cognitive ability, this model provides the writer a means of connecting content with information requirements and ensuring the dynamic document fits varying audience needs.
Examines the issue of communicating strategically during significant organizational change. In the author’s experience, differentiated communication tactics during different phases of organizational change can have an important impact on the level of acceptance of that change by organizational participants. Enumerates and discusses empirically supported principles of effective communication and then applies them to several stages of organizational change. Draws examples from cases with which the author has had personal research and/or consulting experience. Offers general communication strategies together with specific tactics as possibilities to help facilitate change.
Calls for changes in the teaching of technical communication. Proposes including in instruction political discourse which analyzes the values of the military-industrial complex that technical writing now serves. Suggests that an apprenticeship model would be better suited to such instruction than the model now offered by the market. (SG)
Why are so many American social programs delegated to private actors? And what are the consequences for efficiency, accountability, and the well-being of beneficiaries? The Delegated Welfare State examines the development of the American welfare state through the lens of delegation: how policymakers have repeatedly avoided direct governmental provision of benefits and services, instead turning to non-state actors for the governance of social programs. More recent versions, such as the Medicare Part D prescription drug program, delegate responsibility to consumers themselves, who must choose from an array of private providers in social welfare marketplaces. Utilizing a case study of Medicare, along with the 2009-10 health care reform, authors Andrea Campbell and Kimberly Morgan argue that the prevalence of delegated governance derives from fundamental contradictions in American public opinion. Americans want both social programs and small government, leaving policy makers in a bind. In response, they contract out public programs to non-state actors as a way to mask the role of the state. Such arrangements also pull in interest group allies--the providers of these programs--who help pass policies in a political landscape fraught with obstacles. Although delegated governance has been politically expedient, enabling the passage and growth of government programs in an anti-government political climate, it raises questions about fraud, abuse, administrative effectiveness, and accountability. Social welfare marketplaces also suffer due to the difficulties individuals have in making choices about the benefits they need. In probing both the causes and consequences of delegated governance,The Delegated Welfare State offers a novel interpretation of both American social welfare politics and the nature of the American state.
The authors report on a 3-year action-research project designed to facilitate public involvement in the planned dredging of a canal and subsequent disposal of the dredged sediments. Their study reveals ways that community members struggle to define the problem and work together as they gather, share, and understand data relevant to that problem. The authors argue that the primary goal of action research related to environmental risk should be to identify and support the strategies used by community members rather than to educate the public. The authors maintain that this approach must be supported by a thorough investigation of basic rhetorical issues (audience, genre, stases, invention), and they illustrate how they used this approach in their study.
Includes bibliographical references, index
This book presents a fresh view of action research as a methodology uniquely suited to researching the processes of innovation and change. Drawing on twenty-five years? experience of leading or facilitating action research projects, Bridget Somekh argues that action research can be a powerful systematic intervention, which goes beyond describing, analyzing and theorizing practices to reconstruct and transform those practices. The book examines action research into change in a range of educational settings, such as schools and classrooms, university departments, and a national evaluation of technology in schools. The opening chapter presents eight methodological principles and discusses key methodological issues. The focus then turns to action research in broader contexts such as `southern? countries, health, business and management, and community development. Each chapter thereafter takes a specific research project as its starting point and critically reviews its design, relationships, knowledge outcomes, political engagement and impact.
The language of content strategy
- S Abel
- R A Bailie
Abel, S., & Bailie, R. A. (2014). The language of content
strategy. XML Press.
- A Ames
Ames, A. (Ed.). (2019). Intercom, 66(2).
Designing connected content: Plan and model digital products for today and tomorrow
- M Atherton
- C Hane
Atherton, M., & Hane, C. (2018). Designing connected
content: Plan and model digital products for today and
tomorrow. New Riders.
A methodology for content strategy
- R A Bailie
Bailie, R. A. (2013). A methodology for content
strategy. Intercom, 60(5), 11-13.
Teaching content management in technical and professional communication
- T Bridgeford
Bridgeford, T. (Ed.). (2020). Teaching content
management in technical and professional
communication. Routledge.
What storytelling means to voice and tone strategy. The Content Wrangler
- J Caldwell
Caldwell, J. (2020, February 11). What
storytelling means to voice and tone
strategy. The Content Wrangler. https://
thecontentwrangler.com/2020/02/11/
what-storytelling-means-to-voice-and-tone-strategy/
The content strategy toolkit: Methods, guidelines, and templates for getting content right
- M Casey
Casey, M. (2015). The content strategy toolkit: Methods,
guidelines, and templates for getting content right.
New Riders.
Content strategy: An integrative literature
- D Clark
Clark, D. (2016). Content strategy: An integrative
literature. IEEE, 59(1), 7-23.
Technical communication, participatory action research, and global civic engagement: A teaching, research, and social action collaboration in Kenya
- R Crabtree
- D Sapp
Crabtree, R., & Sapp, D. (2004). Technical
communication, participatory action research, and
global civic engagement: A teaching, research, and
social action collaboration in Kenya. Reflections,
4(2), 9-33.
Content strategy in technical communication
- G Getto
- J T Labriola
Getto, G., Labriola, J. T., & Ruszkiewicz, S. (Eds.).
(2019). Content strategy in technical communication.
Routledge.
Writing community change: Designing technologies for citizen action
- J Grabill
Grabill, J. (2007). Writing community change: Designing
technologies for citizen action. Hampton Press.
The discipline of content strategy
- K Halvorson
Halvorson, K. (2008, December 16). The discipline
of content strategy. A List Apart. https://alistapart.
com/article/thedisciplineofcontentstrategy/
Nine essentials of highly effective nonprofit content marketing
- I Lauth
Lauth, I. (2014). Nine essentials of highly effective
nonprofit content marketing [blog post]. http://bit.
ly/1mMz2Li
Top 5 non-profit organizations providing free medical care to people in need. Transparent Hands. https:// transparenthands.org/top-5-non-profitorganizations-providing-free-medical-care-topeople-in-need/ National Council of Non-Profits
- J Nafi
Nafi, J. (2019, March 1). Top 5 non-profit
organizations providing free medical care to
people in need. Transparent Hands. https://
transparenthands.org/top-5-non-profitorganizations-providing-free-medical-care-topeople-in-need/
National Council of Non-Profits. (2020). Myths
about nonprofits. Council of Nonprofits. https://
councilofnonprofits.org/myths-about-nonprofits
Enterprise content strategy: A project guide
- K Nichols
Nichols, K. (2015). Enterprise content strategy: A project
guide. XML Press.
Managing enterprise content: A unified content strategy
- A Rockley
- C Cooper
Rockley, A., & Cooper, C. (2012). Managing enterprise
content: A unified content strategy (2nd ed.). New
Riders.
Intelligent content: A primer
- A Rockley
- C Cooper
- S Abel
Rockley, A., Cooper, C., & Abel, S. (2015). Intelligent
content: A primer. XML Press.