Due to certain developments in the business of fundraising, there exists an increasing necessity to theoretically and empirically analyze donor behavior. This article examines donor retention from the donor's point of view. It concretizes four antecedents and their relationships with one another. The influencing variables investigated are commitment, trust, satisfaction, and involvement. The empirical analysis conducted in Germany among donors of four representative social nonprofit organizations shows that all variables have an influence on donor retention, although some of them only indirectly.Résumé En raison de l'évolution l'activité de financement, il devient de plus en plus important d'analyser le comportement des donateurs de manière théorique et empirique. Cet article examine la fidélité des donateurs du point de vue des donateurs eux-mêmes. Il consolide quatre articles précédents et établit des relations entre ceux-ci. Les variables considérées sont l'implication, la confiance, la satisfaction et la participation. L'analyse empirique, menée en Allemagne parmi les donateurs de quatre organisations sociales à but non lucratif représentatives, montre que toutes les variables ont une influence sur la fidélité des donateurs, toutefois indirecte pour certaines d'entre-elles.

Both researchers and practitioners have been focusing extensively on business model innovation, as it has shown to positively influence business performance. Although the effect of business model innovativeness on customer behavior might be an important mediator between business model innovation and business performance, it has not yet been analyzed. In line with recent calls to consider the customer side in business model innovation research, our paper addresses this problem by studying the influence of customers' perceived business model innovativeness (CPBMI) on customer satisfaction and customer value co‐creation behavior in the service sector. We, therefore, emphasize customers' perceptions and reactions to business model changes. Relying on data from a large‐scale survey of restaurant customers, we find that perceived value creation innovativeness and value proposition innovativeness positively affect customer satisfaction and customer value co‐creation behavior. In addition, we identify a significant indirect effect of CPBMI on customer satisfaction via customer value co‐creation behavior. Our findings allow deriving concrete implications for both researchers and practitioners.

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