Conceptualising market orientation in non-profit organisations: definition, performance, and preliminary construction of a scale

Modi, Pratik; Mishra, Debiprasad

doi:10.1080/02672570903485113

Cited by 66 publications

(70 citation statements)

References 60 publications

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“…Consequently, market-oriented non-profit organisations are reported as performing better when achieving their strategic objectives (Modi and Mishra, 2010). However, the legitimacy of this argument is questioned.…”

Section: Benefits Of Emas Implementationmentioning

confidence: 92%

The implementation of an environmental management system in the not-for-profit sector

White

Lomax

Parry

2014

Benchmarking: An International Journal

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Purpose – This paper aims to examine the implementation of the Eco-Management and Audit Scheme (EMAS) in a non-profit, small-to-medium sized-enterprise (SME) in the UK. Design/methodology/approach – A four-year participatory action research study is made upon knowledge transfer partnerships between the University of the West of England and the Royal Bath and West Society. Findings – Through the adoption of EMAS, the organisation was able to identify operational improvements as well as make significant efforts to improve its environmental performance, reducing its carbon footprint by 30 tCO2e per annum and gaining new business. Research limitations/implications – The study is made upon a single not-for-profit organisation in the UK. Practical implications – It presents the costs, benefits and challenges that the organisation faced. Techniques that were used to successfully manage the environmental management systems (EMS) development are also discussed. The investigation identifies deficiencies in the materials that are provided to support companies that are seeking EMAS certification. To improve the uptake of these EMS and assist companies in their successful pursuit of ISO 14001 and EMAS, this supporting documentation requires enhancement. Originality/value – There has been relatively little empirical research around the development and benefits of organisational EMS. Even less has focussed upon the specific constraints and opportunities that face non-profit organisations when implementing EMAS. This paper addresses this gap, identifying its costs and tangible benefits.

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Section: Benefits Of Emas Implementationmentioning

confidence: 92%

The implementation of an environmental management system in the not-for-profit sector

White

Lomax

Parry

2014

Benchmarking: An International Journal

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“…Then we ask if they can identify and expound on their competitors. Understanding competitors is essential to make a strategic marketing plan (Modi & Mishra, 2010 This research is subject to some limitations. While this research examines NPO marketing from international perspectives, it does not include the Middle East or Oceania.…”

Section: Methodsmentioning

confidence: 99%

“…Although there have been studies on NPO marketing from international perspectives, most of them are limited to the US, the UK, and Australia (Dolnicar & Lazarevski, 2009) and few have studied it in the context of other countries (Modi & Mishra, 2010). Pope et al (2009), who studied NPO marketing strategy in Western Michigan, note that while similar trends can be expected, "to properly develop a new strategy of nonprofit marketing, future studies will need to include NPOs in other states, and perhaps other countries" (197).…”

Section: Introductionmentioning

confidence: 99%

Exploring a New Marketing Strategy for Nonprofit Organizations

Team¹

2013

IJMS

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While some are still hesitant to do so, many nonprofit organizations (NPOs) have recently adopted the strategy of marketing, as competition for funding has become fierce. Although studies on NPO marketing from international perspectives do exist, many of them are limited to the US, the UK, and Australia. This paper thus aims to examine NPO marketing strategies, practices, and challenges through semi-structured interviews with stakeholders working for various NPOs in the following 15

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“…How they view marketing is important because it may affect their organizations' marketing orientation-the implementation of marketing concepts in organizations' marketing activities (Modi & Mishra, 2010). Marketing orientation is correlated to an organization's performance such as financial viability and/or service quality (Chan & Chau, 1998;Duque-Zuluaga & Shneider, 2008;Ledwith & O'Dwyer, 2009;Napoli, 2006;Ngo & O'Cass, 2012;Shoham et al, 2006;Wood et al, 2000).…”

Section: Introductionmentioning

confidence: 99%

“…When it comes to NPOs, however, the use of marketing depends on each individual organization. Therefore, as some nonprofit marketing scholars such as Modi and Mishra (2010) suggest, the term marketing orientation may be more suitable in the context of NPOs, and thus it is used in this article.…”

Section: Introductionmentioning

confidence: 99%

What Does Marketing Mean to Japanese NPO Managers?

Ito¹

2018

ASS

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For the past two decades, the number of nonprofit organizations (NPOs) in Japan has notably increased. As competition for funding is tougher than ever before, marketing plays a crucial role for NPOs to seek financial and human resources and deliver social services. Previous research regarding Japanese nonprofit marketing identifies that NPOs that are oriented more toward marketing face fewer issues and perform better than those who do not invest in marketing activities. As the existing literature suggests, however, many nonprofit managers do not understand the rationale of marketing and are often biased in believing that it is a business activity for making profit that is irrelevant to NPOs. The situation may be similar or even worse in Japan as some Japanese nonprofit managers appear biased against business and may regard marketing as a means of manipulating customers and selling products. In this context, the present study examines how nonprofit managers in Japan view marketing, as their views on marketing may affect their organizations' marketing activities.

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Conceptualising market orientation in non-profit organisations: definition, performance, and preliminary construction of a scale

Cited by 66 publications

References 60 publications

The implementation of an environmental management system in the not-for-profit sector

The implementation of an environmental management system in the not-for-profit sector

Exploring a New Marketing Strategy for Nonprofit Organizations

What Does Marketing Mean to Japanese NPO Managers?

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