*It is widely recognized that many arts, sports and charitable organizations rely heavily on income from sponsorship. This paper selectively discusses the literature examining sponsorship, following the approach of Lynall et al. (2003) and the life cycle literature, following Quinn and Cameron (1983). The paper adopts a meta-framework making use of multiple framing to develop complementary theoretic views and perspectives of the nature of sponsorship relationships in the non-profit sector. Using a New Zealand arts sponsorship as an illustration, we suggest that insights about the nature of the sponsorship relationship can be better understood through the employment of multiple frames and the development of multiple theoretical perspectives. A future research agenda is also proposed.
Partnerships between brands and non-profit-organisations (NPOs) must be strategically managed for each to maximise their benefit from the relationship. Twitter, with its potential for pass-along of messages, provides an ideal channel for reciprocal promotion within the network of an NPO and its supporting brands. For any one brand within that network, brand building will be amplified if messages are passed on to others using co-branded and/or cocreated communications, providing an opportunity for a brand to engage a new audience of consumers who are part of another organisation's network. This research examines the extent of co-branded and co-created communications by a popular NPO and its network of corporate partners on Twitter, and compares that Twitter promotion with promotion of the same activity in traditional news media. The findings revealed surprisingly limited use of Twitter to promote brands' partnership efforts with the NPO, and only limited evidence of the expected reciprocity between the NPO and its partners. We find even less evidence of co-branded communications between partner brands in the network, and no co-created communications. The results have important implications for CSR partnerships, suggesting that more innovative use of social media could provide reciprocal benefits from brands' partnerships with NPOs.
Purpose The elaboration of framing in social movement theory offers a different perspective than is typically taken in social marketing. This paper explores how social marketing may benefit from this alternate lens. Design/methodology/approach The construction, features and processes associated with collective action frames in social movements are examined and explored via two social causes: obesity and disaster preparation. Findings A social movement perspective on framing highlights the need to better understand variations in how groups may perceive a problem and its solutions. It suggests a range of considerations and options in constructing and participating in the development of collective action frames, which are suggested to benefit social marketing initiatives and, thus, society. Research limitations/implications Further research in societal well-being and the meso-level of social change should consider adopting a social movement framing perspective. A list of questions is provided to guide future research. Practical implications Mobilising a group into action is often a necessary and effective step in realising social change. The questions raised in social movement framing will equip practitioners and researchers with greater understanding of the issue, the context and potential solutions, ultimately to encourage positive social movements and social benefit. Originality/value While calls have been made for broader perspectives in social marketing, little attention has been given to social movements. This paper offers a way forward with respect to framing.
Corporate support is a significant revenue stream for non-profit organisations, yet little is known of the actual decision paths companies take when making these decisions and what characterises these paths. This study seeks to develop a greater understanding of decision processes for companies considering sponsorship of the arts. A multiple-case study approach was taken, with participants from arts organisations and paired sponsoring companies, resulting in the finding of three decision paths: one characterised as high-level and intuitive, one as driven at a lower-level, and a third initially instigated by a third party. Analysis of these paths highlights the importance of existing relationships as well as a 'fit' between both parties. In addition, the company's orientation towards more commercial or philanthropic goals is found to be a key element determining the path taken, and the role of individual informed intuition is highlighted as crucial in moving decisions forward. This study extends knowledge in sponsorship and corporate philanthropy, into a decision making and arts sponsorship context. The findings also offer a useful perspective for non-profit arts managers as they pitch their event to the business sector.
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