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This study examined how government investment affects venture capital (VC) development and entrepreneurial activities. Using data from 1992 to 2012 in China, I investigated the causal impact of the government investment in VC with a natural experimentation research design. More specifically, I studied the how the onsite of a policy that allows government to invest in VC industry induces change on VC fundraising and VC investment. The results indicated that the initiation of a government investment policy could insert an immediate positive impact on VC fundraising, while it also induced a gradual significant change on the entrepreneurship financing of local start-ups.

Purpose – This chapter tests the effectiveness of different institutions to fundraise for environmental projects at tourism destinations.

Methodology – We conduct a series of experiments with tourists visiting the Island of Majorca, Spain, and test the fundraising capacity of a voluntary donation scheme, two tax levels, and a matching instrument. In the first treatment of our experiment, tourists have the opportunity to make a voluntary donation to a local environmental organization involved in environmental projects. In a high-tax and low-tax treatment, tourists are taxed some proportion of their initial endowment and then are allowed to make voluntary contributions from their remaining endowment. In a final treatment, the experimenters match, one-for-one, any voluntary donations.

Findings – We test the crowding-out hypothesis of taxes over voluntary environmental donations and find imperfect crowding-out (from 60% to 65% for different tax levels).We also explore potential crowding-in of matching instruments (widely used in nontourism settings for fundraising campaigns), but do not find any support for it.

Practical Implications – Our results support the conclusion that it would be reasonable to use voluntary donation programs and tourism taxes complementarily (instead of independently), to increase fundraising for environmental purposes at tourism destinations.

Preservation activities have existed in libraries since the early days of librarianship, but these efforts were mostly decentralized and buried in the work of many different departments. Not until the 1970s did library organizations begin to add preservation to organizational charts on a departmental or middle management level, along with its new administrative costs. At that time, libraries were struggling with early efforts at automation and the many changes it would bring to their organizations. Preservation department functions, formerly decentralized from an administrative and budgetary standpoint under the headings of commercial binding, book repair, special collections, or circulation, were now identified as a budget line forced to compete for funds with newly formed library systems departments as well as other traditional library functions. This was particularly difficult given that a large portion of the costs of a comprehensive preservation department were new and additive (Fasana and Baker, 1992, p. 132), yet provided few immediately evident benefits. A burgeoning library systems unit could place libraries on the cutting edge of technology; automated card catalogs could improve productivity and efficiency for staff, and also provide for better patron access to collections. Needless to say, systems departments were much better funded than preservation units at this time.

According to the most recent Giving USA report, charitable contributions in the United States total over $410B. ¹ While education is the second-largest slice of the pie, receiving over $58B, historically black colleges and universities (HBCUs) lag predominantly white institutions (PWIs) in their ability to raise funds for their institution. HBCUs struggle to capture the sustained attention of alumni, lack resources to adequately fund advancement operations and require a new level of skills and strategy to support the survival of our institutions beyond 2020.

This chapter will describe how HBCUs can move from fundraising to continuous philanthropy and understand the building blocks necessary for an optimized advancement operation required to sustain our institutions and the students we serve. Using the framework designed by AMAtlas Voluntary Support of Education (VSE) survey advancement leaders can develop strategies by making data-driven decisions. In the most recent VSE survey, only 26 HBCUs participated, which does not elevate the relevance and power of philanthropy at our institutions. ² Additionally, practical points highlight how we can strategically partner and support Alumni Associations when social media and virtual opportunities are more commonplace than ever before. Our institutions must embrace emerging trends and tax advantage opportunities while leveraging events in ways that enhance philanthropy as opposed to serving as the dominant strategy each fiscal year.

University presidents and governing board members rely heavily on philanthropy as an external revenue source to support the operations and expansion of their institutions. With tuition revenue models outpacing what our students can afford, the demand on advancement will become more important in the future. Institutional leadership must have the best understanding of what philanthropy is and is not, and how their leadership and vision can support a culture of philanthropy needed to thrive in a competitive higher education marketplace.

In order to survive beyond 2020, historically black colleges and universities (HBCUs) will need to strengthen their financial standing. Compared to predominately white institutions, HBCUs have substantially weaker financial resources. Without strong fundraising and effective financial management, HBCUs are doomed beyond 2020. The importance of hiring astute financial managers at HBCUs cannot be overstated. History, tradition, and reputation are irrelevant at an institution if the finances are not optimally managed. Moreover, state and federal higher education policies can damage the financial standing of HBCUs, as seen in the 2013 PLUS loan crisis. This chapter will be divided into two sections. The first section will provide a historical and contemporary perspective on financing HBCUs, including how state higher education policies impact HBCUs. The second section of the chapter will provide an overview of budget management at HBCUs.

Individuals and corporations give generously to nonprofit organizations. However, supporters are naturally concerned about the financial strength and operational efficiency of an organization. Using publicly available nonprofit databases and websites, this case exposes students to a real-world scenario in which students analyze a 501(c)(3) organization of their choosing using GuideStar data and select Better Business Bureau Wise Giving Alliance criteria in five areas: governance and oversight, effectiveness, finances, fundraising and information materials, other financial and non-financial performance measures. The overall learning objective of this case is to enhance students’ understanding of a nonprofit’s financial and non-financial performance through research and analytical procedures. This case helps to fill a void by familiarizing students not only with standard nonprofit financial performance metrics, but also important non-financial areas related to governance, mission-driven goals, and organizational transparency. It also affords students the opportunity to develop a more thorough understanding of key accounting and non-accounting issues associated with nonprofits, which are not always explicitly or implicitly covered in textbooks.

This study analyzes the impact of different types of social capital (structural, relational, cognitive) from different sources (internal and external) generated in electronic social networks on organizational performance.

We test our hypotheses using OLS regression analysis of data obtained from nonprofit organization (NPO) fundraising on a popular online social networking website.

The results provide insights into the multifaceted, complex nature of social capital in electronic environments. We find that electronic social capital does indeed impact organizational outcomes, but that these impacts vary depending on the type of social capital, the type of outcomes, and roles within the social network.

These results clearly indicate the need to further research exploring social capital, in all its forms, within increasingly popular online and electronic social networks. While specifically applicable to NPOs, the findings also provide important insights for a wide variety of organizations.