Journal of Philanthropy and Marketing最新文献

This practice note highlights a case study of leveraging strategic partnerships through trust-based philanthropy, a set of practices rooted in values, relationship building, mutual learning, and equity. It describes the motivations, planning, and execution of a symposium organized by, and held for, a Foundation and four of its grantees. The symposium led to the development of sustained pathways between and among the partners, resulting in productive collaborations and shared projects. This case study is shared to illustrate the argument that it is the responsibility of funders, and certainly in their self-interest, to eliminate competition between organizations to whom they provide financial resources and support. By facilitating trust and collaboration, funders are uniquely positioned to foster collective, higher-impact work.

This response to von Schnurbein and Ahmad's article delves deeper into the authors' recommendation that foundation boards focus on developing their sensemaking skills. This article discusses five practical suggestions for incorporating sensemaking activities into the work of the board. These recommendations include hiring a coach, including training in board meetings, evaluating the board's performance, bringing a beneficiary to speak at board meetings, and acting as a convenor in the community.

Social enterprises have emerged as promising solutions for addressing environmental and societal challenges. To enhance their access to financial capital and align their business proposals with the preferences of impact investors, it is crucial to understand how Philanthropic venture capitalists (PhVCs) evaluate potential portfolio companies. This study introduces a framework to assist PhVCs in making more informed investment decisions, fostering successful, long-term partnerships between investors and investees. The proposed approach begins by determining the significance of investment criteria using the Best-Worst Method (BWM). Subsequently, the performance of portfolio companies is evaluated, ultimately identifying the most favorable investment opportunities. We apply this framework to a Dutch philanthropic venture capitalist, and our analysis reveals that ‘Potential’ and the ‘Management team’ rank highest in terms of investment criteria importance, while ‘Assessment of the deal’ and ‘External environment’ carry lower significance. Furthermore, our approach, incorporating the BWM outcomes, considers investors' personal preferences and offers a method for ranking portfolio companies based on their value and performance.

This article seeks to explore how children and young people are socialised to give within a western democracy. Drawing on England as a case study example it tracks the political and pedagogical favouring of a virtues approach to teaching children about philanthropic giving, orientated around benevolence and individual character virtues. Whilst accepting virtues have an important role to play within the socialisation of children as philanthropic actors, this article argues that such approaches maintain the status quo and do little to help engage children, both now and in the future, in challenging systems of inequality and inequity. Instead, this article calls for a more justice orientated approach to cultivating children's philanthropic behaviours, orientated around ideas of justice, activism, and system change.

Focusing on the governance and leadership of philanthropic foundations has never been more important. In today's world, where societal changes are happening rapidly, and there is greater scrutiny of people and practices, it is crucial to go beyond viewing foundations solely as organizational entities. This response to the original paper highlights the unique independence of foundations and identifies the significant research gap in understanding their internal dynamics. To comprehend individual-level decisions' impact on organizations, this response suggests adopting a microfoundations view. As part of this view, research should consider the variety of roles that influence foundations far beyond governance and internal leadership and how practices need to be both aspirational and implementable. Future research is urged to adopt an interest in the depth of foundations and their breadth across contexts and jurisdictions to generate a more nuanced and holistic understanding of these unique organizations and their roles in social change.

Nonprofit organizations have long competed for limited funds due to the decrease in government funding and increased demand for social services. It is possible to meet this need by engaging millennials in charitable activities because of their power to achieve both growth and sustainability. However, they behave and communicate differently than other cohorts of individuals and thus nonprofits have substantial work to tap into their charitable behaviors. Accordingly, the current paper aims to explore the underpinnings of why millennials engage in charitable activities. To do this, in-depth interviews were conducted with 18 participants who regularly donate their time and/or money. Then, data was analyzed with qualitative content analysis technique. Findings indicate that millennials support a range of charitable causes with the motivations of being socially recognized, being self-satisfied, mitigating guilt, and having congruence with the organization. Results contribute to the growing body of knowledge on both individual charitable motivation and especially, charitable motivations of the relevant cohort of individuals. Additionally, the current study provides insightful knowledge that can help managers and marketers on how to engage with millennials in both nonprofits and other sectors.

The Pablove Foundation has been raising resources since 2008 to fight childhood cancer by investing in underfunded, cutting-edge pediatric cancer research, and a participatory arts program that improves the lives of children being treated for cancer. Given numerous challenges in determining investment impact, the Foundation created key metrics such as the quality of grant recipients' contributions to the research literature, and the amount of subsequent cancer-related research funding generated. Evaluating the effect of the Foundation's participatory art program has been difficult given the pandemic-driven shift from in-person sessions to virtual classes. Nonetheless, standard client survey feedback suggests that the virtual classes are not only functioning quite well, but also that accessibility is enhanced. It is clear that imaginative thinking is as important in assessment as it is in implementing medical research funding and arts programming. Practical implications of these findings for evaluation/assessment efforts by other foundations, nonprofit organizations, and development staff are examined.

Individual and collective well-being is a global priority. Arts philanthropy can play a significant role in enhancing well-being, both due to the direct impact of the arts on well-being and the contribution of philanthropy to the well-being of both donors and recipients. Despite this widely held belief, the current state of arts philanthropy highlights the need for advancements in its practices for the benefit of both givers and receivers. Through a review of previous studies, we propose a conceptual model to support the success of arts philanthropy by addressing four key elements: who, what, how, and why. Arts philanthropic practices should: (1) Identify the involved stakeholders and their interests within the context of multi-sided markets; (2) Design and execute engaging cultural experiences as part of their offerings; (3) Incorporate the four ethical principles—namely, “Do no harm,” “Do as much good as possible,” “Respect people's autonomy,” and “Treat people with fairness”—into their decision-making processes; (4) Utilize valid and reliable measures of well-being.

A current challenge for non-profit organizations (NPOs) is attracting and retaining a new generation of younger philanthropic donors. As such, this exploratory focus group study examined how donor-perceived barriers and motivators may inform NPOs' understanding of strategically approaching and motivating Generation Z (Gen Z; born 1996–2012) donations. More specifically, the findings revealed that the participants (1) experienced pseudoinefficacy as they felt their small donations would not make a difference. In addition, they felt (2) a general lack of trust toward NPOs regarding financial stewardship. Finally, (3) they wanted organizations to develop data-driven narratives to share how funds were used to help the community. As such, the analysis and recommendations are rooted in Narrative Theory. Narrative strategies present a potential avenue for generating persuasion and fostering positive relationships between NPOs and emerging Gen Z donors.