How donors choose charities: the role of personal taste and experiences in giving decisions

Breeze, Beth

doi:10.1332/204080513x667792

Cited by 66 publications

(81 citation statements)

References 11 publications

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“…On a more practical level, the findings advance our knowledge of the personality characteristics and processes that shape in-group-focused and out-group-focused giving, and this knowledge is useful for helping fundraisers solicit donations. The scientific literature on philanthropy and the methods used to encourage donations today typically emphasize objective needs, urgencies, and utilities, while overlooking the subjective passions, tastes, and preferences of donors (Breeze, 2013). Research that maps the congruence between the personality characteristics of donors and their donation behaviours can potentially help fundraisers to identify and attract persons who are likely to donate to a particular cause and tailor the selection and framing of causes to the worldviews of potential donors.…”

Section: Resultsmentioning

confidence: 99%

“…Considerably less research has been devoted to increasing our understanding of how donors make their picks from the complex smorgasbord of available charitable causes. As numerous researchers have lamented (Bennett, 2003;Breeze, 2013;Neumayr & Handy, 2019), this is a severely under-researched question in the psychology of charitable giving.…”

Section: Moral Foundations Theory and Charitable Givingmentioning

confidence: 99%

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Moral foundations theory and the psychology of charitable giving

Nilsson¹,

Erlandsson²,

Västfjäll³

2018

Preprint

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Moral foundations theory proposes that intuitions about what is morally right or wrong rest upon a set of universal foundations. Although this theory has generated a recent surge of research, few studies have investigated the real-world moral consequences of the postulated moral intuitions. We show that they are predictably associated with an important type of moral behaviour. Stronger individualizing intuitions (fairness and harm prevention) and weaker binding intuitions (loyalty, authority, and sanctity) were associated with the willingness to comply with a request to volunteer for charity and with the amount of self-reported donations to charity organizations. Among participants who complied with the request, individualizing intuitions predicted the allocation of donations to causes that benefit out-groups, whereas binding intuitions predicted the allocation of donations to causes that benefit the in-group. The associations between moral foundations and self-report measures of allocations in a hypothetical dilemma and concern with helping in-group and out-group victims were similar. Moral foundations predicted charitable giving over and above effects of political ideology, religiosity, and demographics, although variables within these categories also exhibited unique effects on charitable giving and accounted for a portion of the relationship between moral foundations and charitable giving.

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Section: Resultsmentioning

confidence: 99%

Section: Moral Foundations Theory and Charitable Givingmentioning

confidence: 99%

Moral foundations theory and the psychology of charitable giving

Nilsson¹,

Erlandsson²,

Västfjäll³

2018

Preprint

View full text Add to dashboard Cite

show abstract

“…2. Some research also suggests that donors may trust nonprofits (Kinsbergen & Tolsma, 2013;O'Neill, 2009;Osili et al, 2012;Sargeant, Ford, & West, 2006) and give primarily because of the positive feeling they get from making the gift (Andreoni, 1989(Andreoni, , 1990(Andreoni, , 2001Harbaugh, Mayr, & Burghart, 2007;Osili et al, 2012) as well as personal preference and background (Breeze, 2013). 3.…”

Section: Notesmentioning

confidence: 99%

The Impact of Employee Compensation and Financial Performance on Nonprofit Organization Donations

Yan

Sloan

2014

The American Review of Public Administration

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This study focuses on the complex interaction between employee compensation and organizational financial performance. In particular, we investigate the impact of higher than median employee compensation on nonprofit donations and whether such impact is conditional on the financial performance of the organization. Using recent panel data from 10,206 nonprofit organizations across multiple tax designations, we test the hypotheses with Tobit maximum likelihood estimation that incorporates measures of employee compensation, financial performance, financial capacity, and controls for state factors and nonprofit type. Findings demonstrate that employee compensation above the median is unfavorable for donations overall; however, the negative effect is mitigated by sound financial performance. This study highlights the collective impact that exists between financial performance and employee compensation on organizational donative resources, directly speaks to an organization's internal capacity to raise private revenue, and adds subtlety to the ongoing discussions of how much is enough compensation for high-quality nonprofit leadership.Employee compensation and financial performance are two of many potential considerations for donors when it comes to the decision of where and how much to give to nonprofit organizations. Both factors figure into assessments of nonprofit organizations by watchdog groups and are monitored by board members and other organizational stakeholders as well. Donors may be drawn more to organizations they feel will provide good stewardship of their donated monies or withhold gifts from an organization they deem either excessive in its employee compensation or inept in dealing with finances, and the cumulative effect of multiple individual giving decisions affects an organization's bottom line. This study tests the interaction between nonprofit financial performance and employee compensation and its impact on private donations. To the best of our knowledge, this is the first study to examine such interaction.

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“…A last strength of this system is the diversity of the projects supported by the umbrella. As presented by Breeze (), donors give to causes according to their personal tastes and inclinations. The higher the number of projects, the greater is the chance for donors to find some affinities with them and hence to give to the umbrella.…”

Section: Self‐regulation Mechanismsmentioning

confidence: 99%

Self‐regulation Systems for Npo Coordination: Strengths and Weaknesses of Label and Umbrella Mechanisms

Similon

2015

Ann Public Coop Econ

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The rise of the non‐profit sector and the increasing competition for funds among its members has increased the need for more transparency, accountability and coordination in fundraising activities. In some countries, self‐regulation has appeared to be the most effective way of meeting these demands and two types of systems have emerged: the labels and the umbrella organizations. This paper analyses their emergence as well as their functioning through four cases studies and highlights their strengths and weaknesses. It shows that despite its willingness, there still remain some gaps that might prevent this sector from achieving those goals.

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How donors choose charities: the role of personal taste and experiences in giving decisions

Cited by 66 publications

References 11 publications

Moral foundations theory and the psychology of charitable giving

Moral foundations theory and the psychology of charitable giving

The Impact of Employee Compensation and Financial Performance on Nonprofit Organization Donations

Self‐regulation Systems for Npo Coordination: Strengths and Weaknesses of Label and Umbrella Mechanisms

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