Organizational Attributes and Their Effect on Donor Intentions: Examining How the Descriptors Used in Marketing Communications Can Affect Donor Support

Nurturing Inter-Organizational Relationships to Increase Economic and Social Performance

“…The second order coefficients of the structural equation model even suggest the relative importance of the relationships established by the social organization with the donors, government agencies and other social organizations. This pattern could be explained by the scarcity of resources that characterizes social organisations, as well as the resource dependency theory that emphasize the need to develop the financial capacity to allow the ability to acquire other production factors available on the market and provided by other stakeholders (donaldson et al, 2021;Pfeffer & Salancik, 1978).…”

“…Funding could be attained through different sources, such as the revenues from the sale price of products or services provided by the organization, membership fees, contributions from the State and other public entities, and donations, among other fundraising sources (Barney & Clark, 2007;Smith et al, 2012;Weerawardena et al, 2010). Empirical studies have shown that most of the social organizations are not able to operate exclusively on their own revenues (Bernardino & Freitas Santos, 2021;dionisio, 2019;donaldson et al, 2021;Zhang & Swanson, 2013). Nevertheless, social organizations are increasingly aware of the importance of diversifying and increasing the organization's own income (Bernardino & Freitas Santos, 2021;Bloom & Smith, 2010;Boschee & McClurg, 2003;Chikoto-Schultz & Sakolvittayanon, 2020;Garcia-Rodriguez & Romero-Merino, 2020).…”

“…As argued by donaldson et al ( 2021), there has been a paradigm shift in the donors' mindset, suggesting that potential donors act with a marketplace mentality, making their donations decisions based on the information available about the organization and the quality of the programs developed. Currently, the relationships with donors and investors as a whole have changed, as they are more demanding in terms of the type of information required to decide on whether or not to fund a given social organization (donaldson et al, 2021;Lyons & Kickul, 2013). Also, the pattern of the donations received is becoming progressively 'large donations from higher-income donors and less from lower and mid-level donors' (donaldson et al, 2021, p. 516).…”

Determinants of social enterprise performance: The role of passion, competence, and organizational legitimacy

“…Second, from the social welfare logic perspective, social entrepreneurs' entrepreneurial competence is conducive to convincing stakeholders in the public social sector. Prior literature has proposed that entrepreneurial competence affects donation decisions (Donaldson et al, 2021; Smith et al, 2012). Social entrepreneurs with high entrepreneurial competence have relevant knowledge, skills, and abilities to solve societal problems and manage their relationships with nonprofit partners (Smith et al, 2012).…”

“…Specifically, as the two core characteristics of social entrepreneurs, social entrepreneurial passion and entrepreneurial competence can help social enterprises build relationships with stakeholders and promote stakeholders' recognition of social enterprises, thereby increasing organizational legitimacy (Donaldson et al, 2021; Ho & Pollack, 2014; Ko et al, 2019). As organizational legitimacy can help social enterprises acquire a wide range of resources from stakeholders, social enterprises with high organizational legitimacy can improve their financial income and serve more people, ultimately realizing both economic and social value (Bacq & Eddleston, 2018; Wang & Zhou, 2020; Yang & Wu, 2016).…”