Social media platforms offer nonprofits considerable potential for crafting, supporting, and executing successful fundraising campaigns. How impactful are attempts by these organizations to utilize social media to support fundraising activities associated with online Giving Days? We address this question by testing a number of hypotheses of the effectiveness of using Facebook for fundraising purposes by all 704 nonprofits participating in Omaha Gives 2015. Using linked administrative and social media data, we find that fundraising success—as measured by the number of donors and value of donations—is positively associated with a nonprofit’s Facebook network size (number of likes), activity (number of posts), and audience engagement (number of shares), as well as net effects of organizational factors including budget size, age, and program service area. These results provide important new empirical insights into the relationship between social media utilization and fundraising success of nonprofits.

This paper focuses on the portrayal of children in fundraising campaigns by nongovernmental organizations (NGOs) working in India and answers the following questions: How do children feel about their portrayal in the images of funding campaigns? How do photographers or managers/directors affiliated with NGOs view their portrayal of destitute children? The study draws on data from analysis of images, focus groups with children, and interviews with photographers and campaign managers from NGOs working in different parts of India. Findings suggest that children like to be portrayed as happy and in a “good light”, telling the whole story about their lives but that also generates awareness about hardships they face, such as child labor; NGOs face a challenge in representing beneficiaries in a good light while also showing “need” to donors; and children interviewed were unaware of the purpose of the images as a fundraising and marketing tool, raising ethical concerns. Copyright © 2015 John Wiley & Sons, Ltd.

There is a unanimous agreement among scholars that social equity scholarship is essential to the study of public administration. One area of weakness in the social equity literature is its inability to develop a theoretical understanding of the complexities of race, gender, and ethnicity. This viewpoint addresses the call of Pandey, Bearfield, and Hall (2022), arguing “concept of race in public administration remains woefully undertheorized” by exploring key tenets of Postcolonial theory. Postcolonial theory can bolster social equity literature by providing a much‐needed theoretical framework to systematically understand the marginalization and subordination of people of color for centuries through representation, production of knowledge, and power. The postcolonial theory also challenges the portrayal of all non‐White minorities as one collective hegemonic identity and, therefore, can provide a sound theoretical grounding to social equity scholarship. Evidence for Practice There is a growing call among scholars and practitioners to conceptualize race in public administration using more complex historical foundations capturing nuances of gender, ethnicity, and skin‐tone rather than simplifying race as binary (White vs. non‐White). Postcolonial theory provides a strong theoretical foundation to understand race and intersectional identity and provides a firm capacity to understand race relationships using the historical lens. Postcolonial theory also provides insights into the exploitation and subjugation of colonial subjects (citizens once colonized by European empires) and how their identity is forever molded by the slave trade and exploitation of natural resources of countries in Asia, Africa, and Latin America. Finally, the postcolonial theory provides a strong parallel between the colonial representation of the colonized subjects as the “Other” and the portrayal of poor people from the global South as stereotypical and helpless and refugees and immigrants as dangerous or “bad hombres.”

This paper extends previous literature reviews focusing on fundraising and the mechanisms motivating charitable giving. We analyze 187 experimental research articles focusing on fundraising, published in journals across diverse disciplines between 2007-2019. Interest in studying fundraising spans many disciplines, each of which tends to focus on different aspects, supporting earlier claims that fundraising has no single academic “home.” Most of the literature focuses on two key areas: the philanthropic environment in which fundraising occurs, largely focused on potential donors’ experiences, preferences, and motivations; and testing fundraising tactics and techniques that result in different behavior by potential donors. More than 40% of the experiments were published in Economics journals. Correspondingly, topics such as warm glow and mechanisms such as lotteries, raffles, and auctions are well represented. Experimental studies largely omit the practical and the ethical considerations of fundraisers and of beneficiaries. For instance, studies focusing on the identified victim phenomenon often stereotype beneficiaries in order to foster guilt among donors and thereby increase giving. We identify several opportunities for research to examine new questions to support ethical and effective fundraising practice and nonprofit administration.

Over the years there has been a phenomenal growth in the number of social enterprises in India. This is partly a consequence of a new policy of the government to gradually withdraw from social development activities. The gap thus created is being filled by social enterprises. A social enterprise can be a for-profit or not-for-profit venture engaged in income-generating activities with an agenda of bringing positive change in the society. While social enterprises are engaged in the development of people, it is rather paradoxical that they experience a variety of problems with respect to the management of human resources within their enterprises. It is common knowledge that social enterprises perennially struggle with various critical human resources issues such as getting employees at low rates of compensation, providing growth opportunities for employees within the organization, retaining talent especially in the middle management, providing clearly defined roles and tasks to employees, leading to high attrition and increasing the cost of acquiring and training new employees. Thus, it becomes critical for social enterprises to think out-of-the-box and try a variety of innovative strategies to overcome these problems. This paper discusses a few such innovative HR strategies adopted by social enterprises to attract and retain talent, such as offering jobs to people with vision and value congruence, enhancing the credibility of the organization through brand building, providing opportunities for personal growth, creating a sense of ownership among employees through participation in decision making, creating sense of ownership among employees by giving equity shares, creating entrepreneurial opportunities within the organization, finding employees from among beneficiaries, attracting employees to serene lifestyle in peaceful and scenic location and providing attractive fringe benefits to the employees. Collectively these strategies seem to suggest that social enterprises adopt a 'partnership paradigm' for managing their employees.