The role of organizational culture, capabilities, and adoption of e‐marketing on nonprofits' organizational performance

Abstract

Nonprofit organizations are facing increasing challenges to survival and mission accomplishment in a market economy. Thus, many nonprofit organizations are actively exploring how to enhance organizational performance through Internet and communication technologies in the digital era. The relationship between e‐marketing adoption and organizational performance of for‐profit companies has been studied intensively. However, this relationship has not been examined in the nonprofit context. The objectives of this study are to investigate factors promoting the adoption of e‐marketing and the latter's effect on the performance of nonprofits. This paper surveyed 54 nonprofits and used partial least squares structural equation modeling (PLS‐SEM) to test the research hypotheses grounded in resource dependence theory and e‐marketing orientation. Results indicated that top management's attitudinal emphasis on e‐marketing does not lead to e‐marketing adoption. Differs from for‐profit companies, nonprofits' e‐marketing adoption is mainly related to planning and implementation capabilities. Moreover, although planning strongly influences e‐marketing adoption, implementation capabilities play a crucial role in a performance‐driven adoption. Hence, if e‐marketing is adopted without sufficient manpower and skills, organizational performance will not be enhanced even with adequate e‐marketing budget.

Blood donors' usage intentions of donation appointment‐scheduling systems during the COVID‐19 pandemic and beyond

“…Brem et al ( 2021 )p. 5, underline that these shifts in behavior can be expected to outlive the pandemic and state that “the massive testing and diffusion of new technologies have led to leaps in knowledge, which makes them preferable to previous alternatives.” Our findings indicate that this statement is also applicable to blood donors' behaviors. Concurrently, several recent studies in the broader non‐profit relationship marketing domain confirm a general shift from the analogue to the digital world (Koksal et al, 2021 ; Lee & Ng, 2021 ; Olinski & Szamrowski, 2020 ).…”

“…Our findings indicate that this statement is also applicable to blood donors' behaviors. Concurrently, several recent studies in the broader non-profit relationship marketing domain confirm a general shift from the analogue to the digital world (Koksal et al, 2021;Lee & Ng, 2021;Olinski & Szamrowski, 2020).…”

Nonprofit capacity and social performance: mapping the field and future directions

“…Others have indicated that infrastructural capacity refers to organizational structure, information technology, and communication systems. Information technology and communication systems are needed for daily operations to capture and analyze data and keep track of the programs (Christensen and Gazley 2008 ; Lee and Ng 2020 ). In recent case study by Riegel and Mumford ( 2022 ) has revealed that physical capacity constraints hinder nonprofits' access to the legislative process.…”