Nonprofit commercial revenue: a replacement for declining government grants and private contributions?

Kerlin, Janelle A.; Pollak, Tom H.

doi:10.4337/9781783474127.00011

Cited by 59 publications

(86 citation statements)

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“…However little is known as to whether nonprofits are increasingly diversifying away from grants and donations. Kerlin and Pollak (2011) do show that there was a gradual trend for the nonprofit sector to become more reliant on commercial revenue from 1982-2000.…”

Section: To What Extent Are Nonprofits Increasingly Adopting Mixed Rementioning

confidence: 97%

“…For example, commercial revenue consists of sales of goods and services to government or end users, whether directly related to a nonprofits mission, or from unrelated subsidiary activities aimed at raising revenue to subsidise a nonprofits mission; and from membership fees where members receive a direct benefit from their subscriptions. Donative revenue consists of grants and donations, and may be derived from individuals or from organisations whether nonprofit, public or private (Kerlin and Pollak, 2011;Weisbrod, 1998). Commercial and donative revenue have relatively low covariance.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Following the convention used by Kerlin and Pollak (2011) we constructed our commercial revenue (CR) variable by summing the total of program service revenue; dues and assessments; revenue from special events; and income from sales and inventory.…”

Section: Rq1mentioning

confidence: 99%

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Oil and Water Rarely Mix: Exploring the Relative Stability of Nonprofit Revenue Mixes Over Time

Teasdale

Kerlin

Young

et al. 2013

Journal of Social Entrepreneurship

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This paper explores whether nonprofits are increasingly adopting mixed revenue strategies, and the sustainability of these strategies over time. We constructed a panel using NCCS (National Centre for Charitable Statistics) data from 1998 and 2007, and divided nonprofits into three groups: commercial, donative and mixed revenue. We found no evidence that nonprofits are increasingly adopting mixed revenue strategies. Mixed revenue strategies appeared less sustainable over time than predominately commercial or predominately donative strategies. Our results suggest that for most nonprofits, relying predominately on either commercial or donative revenue is a more stable equilibrium than attempting to achieve a balanced revenue mix. Exceptions may be those nonprofits, such as arts organisations, where there is a natural alliance between donors and customers.

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Section: To What Extent Are Nonprofits Increasingly Adopting Mixed Rementioning

confidence: 97%

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Oil and Water Rarely Mix: Exploring the Relative Stability of Nonprofit Revenue Mixes Over Time

Teasdale

Kerlin

Young

et al. 2013

Journal of Social Entrepreneurship

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“…In this context, we can consider firms as one of the key SENPO stakeholders. Given that SENPOs can ultimately benefit from having a close SA relationship with firms (Andreasen 1996;Kerlin and Pollak 2011;Liu and Ko 2012), the SA relationshipbuilding motive represents a SENPO's long-term, forwardthinking assessment of costs and benefits related to a SA relationship. The SA benefits-exploiting motive, on the other hand, represents a SENPO's desire to extract benefits from firms.…”

Section: The Moderating Effects Of Sa Motivationmentioning

confidence: 99%

How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?

Liu

Chapleo

2016

J Bus Ethics

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Social alliance is defined as the collaboration between for-profit and nonprofit organizations. Building on the insights derived from the resource-based theory, we develop a conceptual framework to explain how socially entrepreneurial nonprofit organizations (SENPOs) can improve their social alliance performance by adopting strategic alliance management routines. We test our framework using the data collected from 203 UK-based SENPOs in the context of cause-related marketing campaign-derived social alliances. Our results confirm a positive relationship between social alliance management routines and social alliance performance. We also find that relational mechanisms, such as mutual trust, relational embeddedness, and relational commitment, mediate the relationship between social alliance management routines and social alliance performance. Moreover, our findings suggest that different types of social alliance motivation can influence the impact of social alliance management routines on different types of the relational mechanisms. In general, we demonstrate that SENPOs can benefit from adopting social alliance management routines and, in addition, highlight how and when the social alliance management routines-social alliance performance relationship might be shaped. Our study offers important academic and managerial implications, and points out future research directions.

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“…For example, political and economic conditions, such as the introduction of new public management (Liebschutz, 1992), or the availability of grant funding (Kerlin & Pollak, 2011;, may serve as the external drivers for adopting social venture business models.…”

Section: Social Entrepreneurship and The Transformation Of Non-profitmentioning

confidence: 99%

Social Venture Business Models for Transforming Non-Profit Organizations: Typology-Driven Theorizing

Margiono¹

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KeywordsBusiness model, social entrepreneurship, social venture, non-profit organization, typology, configuration ii Social Venture Business Models for Transforming Non-Profit Organizations: Typology-Driven Theorizing AbstractSocial entrepreneurship and social ventures are important for the survival of many non-profit organizations (NPOs). Transforming into social ventures and embracing their business models are seen by many NPOs, particularly those operating in developing countries, as potential solutions to achieve financial sustainability in light of a recent decline in public and aid funding support to these organizations. Unfortunately, the knowledge of the appropriate social venture business models for these transforming NPOs is limited. This is a thesis by published papers. Using a theory elaboration/advancement framework to achieve the aims and to link the papers, this thesis contains three sequential papers that fulfil important roles in the typology-driven theorizing process.The first paper, a conceptual paper, entitled "A Typology of Social Venture Business Model Configurations" aims to develop a typology of social venture business models for transforming non-profit organizations. The paper, using resource dependency

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Nonprofit commercial revenue: a replacement for declining government grants and private contributions?

Cited by 59 publications

References 0 publications

Oil and Water Rarely Mix: Exploring the Relative Stability of Nonprofit Revenue Mixes Over Time

Oil and Water Rarely Mix: Exploring the Relative Stability of Nonprofit Revenue Mixes Over Time

How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?

Social Venture Business Models for Transforming Non-Profit Organizations: Typology-Driven Theorizing

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