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Czasopismo
2020 | nr 2 Przedsiębiorczość społeczna w czasie kryzysu | 92--106
Tytuł artykułu

Fundraising Competitive Forces of Small Art and Cultural NGOs During the Crisis

Treść / Zawartość
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The paper provides an analysis on fundraising competitive forces of small art and culture organizations in order to identify optimal features of fundraising strategy development during and after crisis time when absence of donors becomes a pressing issue.The analysis is fulfilled based on Michael Porter five forces model structure.
Fundraising strategies should focus on intensive development of advanced communication with do-nors through modern technology application and reflect an integral vision of social needs which is the key success factor of fundraising strategy implementation in independent autonomous organizations. Financial resources in nonprofit sector seriously affect the stability of programs implementation. The lack of stability undermines organization efficiency what is evident to donors. This requires formulation of strategy for professional and repetitive fundrising. (original abstract)
Czasopismo
Rocznik
Strony
92--106
Opis fizyczny
Twórcy
  • Uniwersytet im. Adama Mickiewicza w Poznaniu
  • Uniwersytet Ekonomiczny w Poznaniu
Bibliografia
  • Ahlstrom, D., Bruton, G. (2009). International Management: Strategy and Culture in the Emerging World. Mason: Cengage Learning.
  • Americans for the Arts. (2018). Americans Speak Out About The Arts in 2018 An In-Depth Look at Perceptions and Attitudes About the Arts in America. Americans for the Arts.
  • Andreoni, J., Payne, A. A. (2003). Do Government Grants to Private Charities Crowd out Giving or Fund-Raising? The American Economic Review, 93, 3, 792-812.
  • AngelList. (2020). Markets. Pobrano April 20, 2020 z lokalizacji https://angel.co/markets.
  • Arts Council England. (2018). National Portfolio Organisations and Major Partner Museums. Arts Council England.
  • Behn B.K., Devries, D., Lin, J. (2010). The determinants of transparency in nonprofit organizations: An exploratory study. Advances in International Accounting 7(26), 6-12 DOI: 10.1016/j.adiac.2009.12.001
  • Bodine, H. (2020). Donor Segmentation: What It Is, And Why It Matters. Pobrano March 25.03.2020, 2020 z lokalizacji https://www.causevox.com/blog/donor-segmentation-matters.
  • Bolton, M., Cooper, C. (2017). Capital Matters How to build financial resilience in the UK's arts and cultural sector, Pobrano March 25.03.2020, 2020 z lokalizacji https://static.a-n.co.uk/wp-content/uploads/2017/08/Capital-Matters-How-to-build-financial-resilience-in-the-UK s-arts-and-cultural-sector.pdf.
  • Bose, B. (2015). Effects of Nonprofit Competition on Charitable Donations. Seattle: University of Washington.
  • Burkart Ch., Wakolbinger T., Toyasaki F. (2018), Funks allocation in NPOs: The role of administrative cost ratios. Central European Journal of Operations Research, June 26(2), 307-309.
  • Burke, E. (2020). Drive Donations Year-Round With Nonprofit Impact Transparency. Pobrano April 25, 2020 z lokalizacji https://www.classy.org/blog/drive-donations-year-round-impact-transparency.
  • CAF Russia. (2014). Russia Giving. Research on individual giving in Russia. Moscow: CAF Russia.
  • Charities Aid Foundation. (2019). CAF UK Giving 2019. Kent: Charities Aid Foundation.
  • CharityComms. (2020). Impact of COVID-19 on Charity Communications. CharityComms.
  • Chronicle of Philanthropy. (2015). How Nonprofits Can Gain the Public's Trust. Pobrano April 21, 2020 z lokalizacji https://www.philanthropy.com/specialreport/how-nonprofits-can-gain-the-pu/69.
  • Chung, E. (2016). How to Engage Different Generations of Donors. Pobrano April 23, 2020 z lokalizacji https://www.classy.org/blog/how-to-engage-different-generations-of-donors.
  • Deitrick, L., Tinkler, T., Strawser, C., Young, E. (2020). Nonprofit response to COVID-19: The immediate impacts of the COVID-19 pandemic on San Diego County nonprofits. San Diego, CA: The Nonprofit Institute, University of San Diego.
  • Drzewiecki J. (2012). Model biznesu z perspektywy przedsiębiorczości i przedsiębiorcy. W: H. Kościelniak (red.), Przedsiębiorczość. Szanse i wyzwania (s. 7-14), Politechnika Częstochowska, Częstochowa.
  • EMpower - The Emerging Markets Foundation. (2018). The Art of Fundraising A Practical Workbook of Tools and Strategies. Pobrano March 02.03, 2020 z lokalizacji https://empowerweb.org/: https://empowerweb.org/assets/uploads/tools-resources/464/empower_fundraising_workbook_2018_2.pdf.
  • Esser, S. (2020). How to go community-funded in times of crisis. Pobrano April 23, 2020 https://app.livestorm.co/steady-2/how-to-go-community-funded-in-times-of-crisis.
  • Expert Panel, Forbes Nonprofit Council. (2020). Seven Effective Strategies For Improving Donor Retention Rates. Pobrano April 25, 2020 z lokalizacji https://www.forbes.com/sites/forbesnonprofitcouncil/2020/04/20/seven-effective-strategies-for-improving-donor-retention-rates/
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171610511

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