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Examines the degree to which leading UK charities have adopted the marketing concept in the last five years and how this has affected their performance. Based on Kohli and Jaworski’s (1990) work, an adaptation of the MARKOR scale was used to measure charities’ orientation towards their markets for funds and volunteers (donors). A mail questionnaire was sent to the top 200 UK charity organizations and a response rate of 29 per cent was achieved. Although charities’ orientation towards their donor market is still relatively low, it has significantly increased in the last five years. No differences in the levels of donor market orientation among different type of charities were observed. Donor market orientation was negatively related to the organizational size and the number of departments. A lag effect between donor market orientation and performance was detected. Discusses limitations and recommendations for future research.

This study aims to evaluate whether cultural market orientation (MO) of blood transfusion centres and services (BTCS) results in behaviours aimed at offering a suitable service-experience to blood donors and if the relationship between cultural and behavioural MO is partially mediated by BTCS staff members’ organisational identification (OI). Also, it analyses whether certain employee characteristics, particularly their status of medical or non-medical staff, may affect their perceptions about MO (cultural and behavioural), OI and the relationship between these variables.

An online survey was conducted with senior management staff and chiefs of Spanish BTCS, as well as blood collection staff – physicians, nurses and promoters – (147 participants).

Spanish BTCS has a strong belief in the importance of donors as key stakeholders in the donation system, although cultural MO does not turn into behaviours with the same strength. The results also show that there is a direct effect between cultural and behavioural MO, as well as a mediator effect of OI in this relationship.

This study demonstrates that OI is a relevant internal marketing construct with a high potential explanatory power of customer orientation.

This study offers a validated tool to assess and monitor BTCS’ donor orientation and recommends that BTCS’ design effective marketing intelligence systems.

This research contributes to social welfare by helping to explain how the organisational culture of BTCS and their employees’ perceptions and behaviours might help to enhance donor orientation, which would guarantee continual blood collection. This might be useful in the context of negative evolution of blood donation levels in many countries.

This research puts the focus on the role of the BTCS’s employees to understand the process by which a donor orientation culture would translate into market-oriented behaviours aimed to reach blood donor satisfaction, to guarantee a constant, growing blood donor pool. In this translation process, the organisational climate seems to play a fundamental role through one of its main variables, i.e. organisational identification.

This article sets out to examine the market orientation construct within the context of the non‐profit sector. Given the specificity of non‐profit organisations and the increasingly demanding resource environments in which these organisations operate, the adoption of the concept of marketing is viewed as an adaptive strategy for ensuring that organisations receive the necessary resources for accomplishing their missions and carrying out their activities. In line with this, the present article aims to investigate the extent to which the type of revenue strategy is related to the organisation's market orientation, towards donors and/or users.

Drawing from a resource dependence conceptual framework, the article reports findings from a quantitative study of a representative sample of Portuguese non‐profit organisations (NPOs). This approach was complemented by qualitative research methods. Combining these two approaches has given access to different levels of reality and provided a more holistic understanding of the phenomena under study.

The results from the present study demonstrate that Portuguese NPOs favour a market orientation towards users/beneficiaries, revealing a less proactive behaviour in relation to their donors. In the present study, the resource dependence theory has proved to be an important theoretical tool for understanding market orientation strategies within the non‐profit sector. The link between the type of resource strategy and the organisation's market orientation stands out as an important finding derived from the present study and is particularly visible in relation to donor market orientation. In addition, empirical data partially support the conclusion that diversification of revenue sources is likely to favour a higher degree of market orientation. Further refinement of the adequacy of the MARKOR scale within the context of the non‐profit sector stands out as an avenue for further research.

As the sample used for analysis was drawn from Portugal, the generalisability of the results to other countries remains to be tested.

The findings of the present study may assist public policy‐makers in the design of more adequate policies in the allocation of resources to non‐profit organisations.

The study contributes to a better understanding of market orientation in the specific context of the non‐profit sector. Moreover, this is done through applying the market orientation scale to two different stakeholders (i.e. donors and users/beneficiaries) in the evaluation of market orientation and in its relationship with resource strategies.

This paper aims to provide evidence of the mediating effect of technological and administrative innovation on the link between market orientation and the economic and social performance of museums.

Building on extensive literature, a model of the relationships is developed and empirically tested using survey data collected from 276 museums (135 Spanish and 141 French). Data are analyzed through structural equation modeling and/ or path modeling.

In the present study, evidence is found to support the positive and significant link between market orientation and the economic and social performance of museums. The paper statistically shows that although the linkage between market orientation and performance is significant, what best accounts for enhanced performance is technological and organizational innovation.

This study has implications for museums aiming to increase their performance and innovativeness. The study suggests that museum managers should include technological and organizational innovation in models of market orientation to enhance the explanations of the economic and social performance. This study suggests the innovation is important mediator.

The paper suggests that museum managers need to consider the impact of technological and administrative innovations on achievement of organizational performance.

The purpose of this study is to determine how self-driven (intrinsic motivators) and monetary incentives (extrinsic motivators) are mediated by an effort to affect fundraising outcomes. This integration sheds light on crowding out between the two types of incentives as well the drivers of fundraising outcomes, specifically effort and donations.

A field experiment is conducted over a two-month period, involving an online fundraising campaign with over 300 volunteers assigned to one of five different incentive conditions. A special website was created to monitor fundraiser efforts. Fundraisers filled out pre- and post-study surveys.

While high monetary incentives result in the greatest immediate increase in funds raised, they crowd out future intentions to volunteer once incentives are withdrawn. Mediation analyzes show that fundraiser effort fully mediates the effect of intrinsic motivators and partially mediates the direct effect of extrinsic motivators on funds raised.

A major limitation of field experiments is the lack of control, resulting in higher variation. However, while a more controlled experiment will reduce this variation, this goes at the expense of lower external validity.

Results indicate that – at least in the short run – monetary incentives can result in higher fundraising outcomes. However, this goes at the expense of a reduction in future volunteering once the incentives are withdrawn.

This study examines whether extrinsic or intrinsic motivators have a greater impact on funds raised and whether extrinsic motivators crowd out future intentions to volunteer. Different from previous research in which effort is a latent variable, the effort is directly observed over time.

The purpose of this paper is to determine a model for developing sustainable tourism in archaeological sites. A qualitative and quantitative approach has been assumed in order to test a model of market orientation, where 11 experts were interviewed and 122 employees of archaeological sites answered the e-questionnaire.

Partial least squares path modelling regression was employed to examine the measurement and structural model.

The findings have revealed that market orientation and innovativeness positively and significantly influence tourism sustainability, measured in economic and social terms. Besides, tourist functionality has been determined as an antecedent of market orientation.

This study is limited by the sample sizes of both researches. The model has second order constructs (market orientation, innovativeness and tourism sustainability) that include related concepts to increase parsimony and understand relations with other variables. As a result, separate effects of these dimensions have not been measured, which could report interesting findings in future-related studies.

The results suggest useful insights for managers to improve social and economic sustainability in archaeological sites. Innovativeness affects tourism sustainability, which reinforces the idea that offering technological and organisational innovations improve economic and social sustainability. Besides, it has been proved that market orientation is a necessary precondition to guarantee social and economic sustainability.

This paper assists scholars and practitioners by shedding light on the comprehension of tourism sustainability.

This research aims to provide evidence of the impacts of market orientation, customer value approach (through prestige, value for money and reputation for quality) and innovation on museum sustainability.

The model is analysed through partial least squares (PLS-SEM), using a sample of 549 European museums.

The results reveal that reputation for quality, prestige, innovation and value for money positively and significantly influence museum sustainability. Interestingly, the most meaningful linkage is between market orientation and innovation.

This research helps museums that need to increase their customer value and innovativeness so as to ensure museum sustainability. It proves that museum managers have to increase employees’ involvement in decision-making processes.

By using a wide sample of European museums, this study suggests that museum managers need to consider the impact of marketing strategies and customer value perceptions on the economic and social sustainability of museums.

Very little attention has been devoted so far to the study of the market orientation concept in private non‐profit organisations. However, there is a general agreement concerning the positive effects that this concept’s adoption has on the non‐profit services implementation as well as on these organisations’ long‐term success. Thus this paper aims at obtaining further empirical evidence on this field of research using a private foundations sample. Nevertheless, it is considered that the distinctive and specific nature of private non‐profit organisations’ activities deserves the development of a special instrument to evaluate their degree of market orientation. In this sense, one of this study’s main contributions is the development of a market orientation measurement scale which accounts for the peculiarities of private non‐profit organisations’ operations. Additionally, the study proves the positive effect of market orientation on the non‐profit outcomes and on the fulfilment of these organisations’ missions.

Nonprofit organisations (NPOs) are challenged with continuous change, which provides the impetus for adopting organisational change models. The purpose of this paper is to examine the impact of the adoption of market and learning orientations on NPO performance.

The authors draw on extant management literature to theorise the interrelationship between market orientation, learning orientation, and economic and non‐economic NPO performance. Using a survey design, the authors draw a convenience sample of 118 NPOs in Ghana to test their theoretisation.

Evidence is found that although the relationship between market orientation and NPO performance is significant (on both economic and non‐economic indicators), what best accounts for enhanced performance is learning orientation. Additionally, non‐economic performance mediates the relationship between learning orientation and economic performance.

Replicating the study with larger samples, using objective performance data, and applying more rigorous approach to data analysis, among other things, could significantly improve the generalisability of the results.

NPO managers are reminded that non‐economic performance (e.g. service or program effectiveness) represents part of the underlying mechanism through which the financial assurances of market and learning orientations can be exploited.

The paper builds on the market orientation literature by theorising and demonstrating empirically a route through which market orientation is related to the firm's financial performance.

This paper replicates and refines the finding that subsidies for charitable contributions of a rebate type are less effective than matching subsidies. A survey based field experiment with health charities was conducted among a national sample representative of the Dutch population on key demographic characteristics. The greater effectiveness of matching subsidies found in laboratory experiments is replicated. Also some evidence is provided on why matches are more effective than rebates. Matches attract a larger pool of donors, in part because donors expect more people to make donations and “join in.” Matches also increase the amount contributed among the higher educated, higher income households and larger donors. Subsidies of either type do not decrease subsequent giving in a campaign for tsunami relief. The experiment could not test whether the greater effectiveness of a matching subsidy is due to a change in the donor’s attention to the benefits of a donation to the cause. This explanation should be tested in future research. The findings imply that a given budget available to subsidize charitable contributions can be used more effectively if the subsidy is framed in the form of a match than in the form of a rebate. Nonprofit organizations can use this insight in the design of fundraising campaigns. For governments the finding suggests that the effectiveness of current subsidies for charitable contributions can be enhanced by matching them rather than providing a deduction in the income tax, which works as a rebate.