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The purpose of this paper is to describe a model of cause‐related marketing (CRM) for both profit‐driven (PD) and non‐profit (NP) organizations.

The model consists of two parallel internal and external organizational processes – one representing the process of a NP organization and the other a PD organization. They are interlinked as the outcome of a CRM‐partnership is dependent upon their mutual efforts.

The authors argue that it is essential to remember that a CRM‐partnership is a challenge and risk for both the PD and NP organizations that may harm their reputation and position in the marketplace and/or society. CRM has benefits as well as downsides that should not be underestimated nor neglected.

Will the involvement of the PD or NP organizations in the resultant partnership be perceived as commercialism, altruism or a combination of both, in the marketplace and society? A focus on both processes opens up opportunities for further research.

A contribution is that the CRM‐model may be used as a guide for both PD and NP organizations in order to reveal whether a CRM‐partnership is appropriate for them with a potential partner or not. It may also indicate whether the motives are based upon commercial reasons or altruistic reasons or a combination of both.

The model enables these organizations to think through the process prior to engaging in CRM.

The purpose of the paper is to investigate the following issues. Investors traditionally prioritised tangible outcomes (money, land, machinery) in order to protect their financial assets. However, the intangible economy (trust, human resources, information, reputation) that co‐exists draws attention to new expectations that request the continuous, active and within the public sphere involvement of investors in order to protect their assets by prioritising intangible resources.

In this paper the case of non‐profit‐business partnerships is employed in order to demonstrate how change can be achieved.

The paper finds that investors in intangible outcomes who aim to achieve change in corporations share the same limitations within the financial and non‐financial field.

The paper highlights investment in the intangible economy as a mechanism of co‐determining the priority of responsibilities in the context of corporate social responsibility. The role of investors is crucial in facilitating the shift from the tangible to the intangible economy.

The purpose of this paper is to analyze the evolution of the social enterprise concept at an international level. It provides a comprehensive overview of the existing literature in this subject area and focuses on the legal implementation of social enterprises.

The paper is an analytic review, building on previous work. Conclusions are on how the social enterprise concept has been legally implemented in a number of representative European countries.

The lack of a common understanding of social enterprise should not be regarded as a limitation as such debate encourages a rethinking of the theoretical definition of enterprise and its legal structure. The legal recognition of social enterprise contributes to conceptual clarification in the countries concerned.

This is a conceptual discussion paper, which stimulates further research on the most interesting mechanisms and consistent models of social enterprise that are developing at an international level.

The paper synthesises existing conceptual studies on social enterprise. It contributes to enrich the current debate on social enterprise and aids in focusing future research.

Sustainable and effective university‐community partnerships are not easy to create, yet they are an integral part of student community‐based learning as they are uniquely designed to educate students about their roles as members of their local, national, and global communities. The purpose of this paper is to review the extant literature on effective university‐community partnering and draw out key themes to assist practitioners and researchers who are involved in the design, execution, and analysis of partnership programs. Following the review, a model partnership program focused on increasing students' knowledge and skills in the area of international citizenship, called the global leadership and service project (GLSP), is presented as an innovative service‐learning design template.

The paper presents a review of the literature, key themes drawn from the literature, and a case study for use as readers consider, adapt, and integrate tools for effective, partnership‐based service‐learning projects into their curricula.

Sustainable, effective, and partnership‐oriented service‐learning projects are difficult to design and execute yet they are extremely effective at enhancing students' awareness, learning, and development as global citizens. The model presented through the GLSP provides a useful framework for adaptation in other university and professional settings.

The paper focuses on the community organization side of effective service‐learning partner‐oriented program design and provides a case study example of how such programs can be executed in a sustainable and contributory manner, each within the context of enhancing student learning as members of our global and interconnected society.

This study seeks to examine antecedents of perception of trust as a foundation for extra‐role behaviour in the public sector non‐profit organisations.

A total of 1,600 questionnaires were distributed and 329 questionnaires were returned from five different non‐profit local government authorities in Australia.

It was found that perceptions of trust in management, psychological support, management values and rewards were strong antecedents of employee perceptions, which in turn were positively correlated with employee extra‐role behaviour. Employee participation in decision making and contributions from autonomous employees were strong indicators of extra‐role behaviour, whereas intrinsic job motivation and the sharing of knowledge were found to be weaker indicators of discretionary extra‐role behaviour.

The study was based on the voluntary response of employees of five independent local government authorities in Australia. Thus findings in other geographical or cultural locations may be significantly different. Beyond the questionnaire findings, the relevance to private non‐profit organisations needs to be studied empirically.

The research makes a significant contribution to management of governmental public sector non‐profit organisations which face continuous pressure to develop strategies and embrace management practices that ensure organisational effectiveness.

The findings highlight the important factors that lead to employee perceptions about trust which can lead to discretionary employee efforts in public sector organisations that have great similarity to non‐profit organisations.

This paper aims to examine household preparedness in response to disasters and the role of non‐profit organizations in the public's preparedness.

The study uses the context of hurricane preparedness of Central Florida residents, using the mail survey method as a data collection tool.

The findings of the study emphasize the importance of household and individual preparedness in response to natural disasters, specifically to hurricanes. If individuals are not ready, then nobody is ready. The paper finds that households, even with significant experience of disasters, can be complacent in response to disasters.

The paper focuses on household preparedness and emphasizes that the emergency management community needs to make a significant effort in training households.

Whereas previously the objectives of the corporation are seen by many as antithetical to the aims of the not‐for‐profit sector, we are now in fact seeing far greater interaction between the two. The purpose of this paper is to examine this trend and the motivation of both to form partnerships.

Reference is made to a range of literature as well as interviews with those immersed in this field and case study material involving large corporations.

What emerges is that typically if the not‐for‐profit sector has approached business for support it has been an appeal to altruism. This paper suggests that the not‐for‐profit world has undersold itself and has in fact the answer to many of the problems that business faces today, and that benefits to corporations who engage in corporate social investment (CSI) include enhanced ability to attract and retain high calibre staff, enhanced reputation and branding and marketing benefits.

As this paper draws on qualitative research further quantitative research throughout the Asia Pacific region is suggested in order to measure return on investment from social investment programmes.

The paper suggests that this relationship is one that requires careful management to facilitate a successful engagement process and maximise outcomes for both parties.

The paper concludes that significant benefits accrue for corporations who engage in CSI and hence this has ramifications on how the nor‐for‐profit sector should approach potential corporate partners. An appeal to commercial motivations rather than to altruism or the moral imperative.

By introducing business people to the frustrations of leadership roles in nonprofits and showing how executives with corporate experience have dealt with these challenges, the authors provide a guide for volunteers who serve as board members, executives, donors, consultants or partners in the nonprofit sector.

McKinsey & Company consultants interviewed executives who have served as both corporate and nonprofit leaders.

Corporate executives working with nonprofits need to take the time to get to know the organization and all its stakeholders before proposing any new practices or initiatives. They should avoid unilateral decisions – instead involving board, staff and key stakeholders as appropriate.

The sample interviewed was small, about a dozen top executives. However, as more corporate executive take leadership positions in nonprofits, there will be an opportunity to survey a much larger sample.

Business leaders serving as nonprofit board members will better understand their nonprofit roles. Donors will learn to use their financial clout to improve nonprofit performance. Cross‐sector partnerships – which are central to addressing society's most intractable problems – can anticipate and solve roadblocks caused by the nonprofit sector's different culture and demands. Top business executives will gain a better understanding of what makes the nonprofit world tick.

This article assesses the factors for nonprofit sector leadership success based on the first‐hand experience of top executives who have run major corporations.

This chapter forwards a justification, an explanation, and numerous examples related to an emerging integrated sustainability management theory and its connections to other management theories and key-related concepts including systems and immersion. An integrated approach to sustainability solutions presents several implications for educators, researchers, practitioners, and policymakers, including the need to consider urgent and immediate responses that address sustainability crises at multiple levels and in multiple systems. This chapter is intended to promote reflection, dialogue, and a collective call to action to secure a sustainable world for present and future generations.