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As a viable housing option for older people, retirement villages need to provide a sustainable living environment that satisfies their residents’ needs in terms of affordability, lifestyle and environmental friendliness. This is, however, a significant challenge for not-for-profit developers because of the high upfront costs involved in using sustainable practices. The purpose of this paper is to identify the sustainable features and practices adopted in not-for-profit retirement villages.

Because of the lack of quantitative historical data, a case study approach was adopted to identify the sustainable features and practices used in a not-for-profit retirement village in Sunshine Coast, Queensland, Australia. Data were collected based on interviews, direct observation and documentation, and collected data were analysed by using content analysis.

The research findings indicate that similar to private developers, not-for-profit developers also have the capability to make their village environment sustainable. In this case, the sustainable practices cover various aspects including the selection of village location, site planning, provision of facilities and services, social life and living costs. Although the associated costs of adopting sustainable features is a concern for both developers and residents, some of the identified sustainable practices in this case do not result in significant cost increase but can improve the residents’ quality of life substantially.

The research findings provide a number of practical implications on how to deliver sustainable retirement villages in a not-for-profit village setting.

This paper provides a first look at sustainable features and practices adopted in both the development and operation stages of a not-for-profit retirement village.

US foundations make up such a large part of the economy that they form a distinct economic sector. In the UK this is commonly referred to as the third sector. The first and second sectors are private business and the government itself. In the United States, the third sector controls over $3 trillion and enjoys exceptional liquidity. This article aims to provide a blueprint for a highly productive engagement of foundations and banks to harness these assets for the benefit of not‐for‐profit organizations, the depositing foundations, and the banks themselves

The paper explains how these third sector enterprises., intent on being helpful, are so befuddled structurally that they have failed to do what any person would do with similar liquid assets, It then supplies an organizational and marketing methodology for harnessing some of those assets to the benefit of the respective missions of foundations, not‐for‐profit organizations, and for‐profit banking companies.

A modest reorganization of existing bank and philanthropic structures will open the door to harmonious engagements between foundations and banks for their mutual benefit and for the benefit of their clients and beneficiaries.

The findings herein are a novel utility which comes into being through the innovative engagement of foundations, not‐for‐profit organizations, and banking companies that want to enjoy low risk, high reward expansion of both deposits and assets.

The purpose of this paper is to identify the domains of performance needed by leaders in aged and community care not-for-profit organisations.

Focus groups and individual interviews were conducted with senior managers employed by faith-based aged and community care not-for-profit organisations, academics in ageing and business fields and senior government employees from aged services departments and agencies in Australia. Results were content transcribed and analysed thematically in order to identify the major themes that emerged.

A total of 37 people participated in the study. The domains of performance identified by participants as required of leaders in aged and community care were: professionalism; collaboration and teamwork; judgement and decision making; communication; scholarship and teaching; management; advocacy; and leadership. The performance requirements that were identified for leaders in aged and community care not-for-profit organisations were broader than just leadership per se.

The findings of this study suggest that the aged and community care not-for-profit sector has specific requirements for the performance of its leaders. Leadership is one of a number of performance attributes desirable in leaders in this sector.

The aged and community care not-for-profit sector has distinctive needs and specific requirements of its leaders.

It is recommended that a broad range of performance attributes are taken into account by aged and community care not-for-profit organisations when recruiting and training staff in leadership positions.

This analysis relates to the strategic orientation of public, private and not‐for‐profit festivals and the adoption of stakeholder, financial, marketing and management strategies that enable them to achieve their organisational objectives. The paper aims to address these issues.

In order to test the effectiveness of this new strategic SWOT approach, data from the four‐country study of festivals were employed to investigate how a strategic approach can be adopted by festival managers in the public, private and not‐for‐profit sector. The strategic issues that confront all festivals, including, financial management and related issues of costs, revenue, sponsorship and support are the subject of analysis.

The findings indicate that among festival managers there are some interesting and significant differences between the three ownership types in terms of their strengths, weaknesses, opportunities and threats. Private and non‐profit festivals are comparatively more strategic in responding to financial opportunities, threats and weaknesses and public festivals are more dependent on a single stakeholder and source of revenue. Other significant differences exist in terms of stakeholder management and sponsorship strategies, which can be explained with reference to resource dependency theory.

Strategic SWOT analysis can provide a more rigorous and structured approach to researching the multiple challenges that festival managers face and the strategies they adopt. This paper demonstrates that it has some utility in identifying strategies in response to financial, stakeholder and sponsorship imperatives.

Strategic SWOT analysis provides event and festival managers with a new tool for understanding the range of challenges and opportunities that they can address through adopting a more strategic response.

The field of festival and event management studies is largely devoid of any literature with reference to analysis of strategies that different festivals adopt in response to identified weaknesses, opportunities and threats. This paper provides new insights into the strategic management of public, private and not‐for‐profit festival organisations using an original approach and an extensive four‐country dataset.

The chapter contributes to the theoretical understanding of how corporate governance affects organizational processes and outcomes in not-for-profit organizations. The contribution claims that cooperation is not only a good proposition held by the variety of actors relevant to corporate governance of non-for-profit organizations, but it also determines the wealth maximization of organization's stakeholders. Theoretical results, according to the common agency framework, are driven by the case study of the largest humanitarian organization’ corporate governance: the International Federation of Red Cross and Red Crescent Societies (IFRC).

The purpose of this paper is to build understanding of the concept of social enterprise in the social marketing community and to report on empirical research designed to develop an understanding the perceptions and practices of marketing within social enterprises. This addresses a significant gap in the current literature base and also provides insights for social marketers seeking to pursue social change initiatives through social enterprise.

This empirical investigation uses a qualitative investigation of 15 social enterprises informed by a grounded theory approach. Researchers conducted interviews with senior decision-makers responsible for marketing activities and strategic policy, and gathered additional data regarding the organizations in the form of archival materials, including strategic planning documents, promotional materials and firm-generated online content.

Strategic marketing practices used by social enterprises are shaped by moral, pragmatic and cognitive legitimacy influences stemming from imperatives to achieve congruence with institutional norms. This study exposes the challenges social enterprises face in developing strategic marketing activities that address business needs, while balancing stakeholder interests linked to the social missions of such organizations.

This qualitative study pursues depth of understanding through focused investigation of a small, regional sample of Canadian social enterprises. The findings demonstrate that social enterprises are similar to both not-for-profit and small- and medium-sized firms in terms of their marketing approaches, but face particular institutional legitimacy challenges when developing and implementing strategic marketing activities.

This paper highlights the influences of institutional legitimacy on marketing practices and approaches in social enterprises. Understanding these influences is crucial for social marketing practitioners, as they develop strategic activities. The findings from the research provide a baseline upon which to begin to build both our theoretical and practical understanding of the potential utilization of social marketing through social enterprises.

Understanding the challenges social enterprises face in developing their strategic marketing activities provides deeper insights into social enterprises for social marketers, who might consider using social marketing in such organizations to achieve social change.

This paper offers empirical evidence grounded in depth investigations of 15 social enterprises operating in a Canadian context. The findings help to extend our understanding of the complex institutional influences impacting marketing practices within social enterprise organizations. These institutional influences help to attune social marketers to the potential opportunities and challenges of using social enterprise as an organizational form for launching social marketing programs.

This paper aims to examine, specifically, how competition, networks (alliances) and both formal and informal institutional forces affect service innovativeness within the not‐for‐profit dominated industry.

Utilizing data from 1,428 acute healthcare hospitals in the USA OLS regression was used to examine the antecedents to service innovativeness.

The results reveal that organizations in large networks (alliances) limit providers' service innovation. Whereas competition increased service innovativeness, regulatory forces (formal institutional pressure) and informal regulatory forces stifled it.

Is regulation good for service innovativeness? The results suggest otherwise. It was found that regulation (formal institutional pressures) limited service innovativeness. Another important practical implication is the finding that large network (alliances) also limited service innovation. Any condition that limits service innovativeness is going to hurt the very people that were meant to be served. While the questions were answered within the context of the acute care hospital industry, the results may be relevant to both for‐profit and not‐for‐profits service providers operating within a competitive environment. Varying informal and formal institutional pressures affect a wide range of both for‐profit and not‐for‐profit service providers.

The research goes further than previous literature's study of antecedents of service innovativeness to examine how external factors influence service providers' innovativeness strategies. It also adds to the literature which examines how marketing strategies can aid not‐for‐profit marketers.

Effective competence-based management (CBM) requires in the first instance an ability to identify an organization’s competences and the sources of those competences. Identifying competences can be especially challenging in the context of not-for-profit organizations, which have often been characterized as being “different” from for-profit organizations. In this paper we argue that not-for-profit organizations have fundamentally the same systemic requirements for survival and success as for-profit organizations – and therefore that not-for-profits ought to be amenable to competence identification and analysis through use of CBM concepts and theory in essentially the same way as for-profit organizations. We support this basic proposition through a case study of competence identification and analysis in a humanitarian relief organization (HRO), an increasingly important kind of not-for-profit organization.

The passion of Canadians for ice hockey is well documented; however, university teams in Canada are routinely ignored by consumers and the media. The authors’ goal was to better understand the context in which Ontario university hockey struggles and to address the theoretical question of how best to examine and evaluate the problems of sport‐specific organizations. Using the Value Dynamics Framework (VDF), the purpose of this paper was to examine whether or not this framework fits well with the realities facing not‐for‐profit OUA hockey teams, and if not, to create a framework specific to these teams.

Semi‐structured in‐depth interviews were conducted with 15 of the 19 (77 percent) OUA hockey coaches during the 2010/2011 hockey season. The interview guide was drawn from the VDF elements and enabled the researchers to understand not‐for‐profit organizational assets, including physical, financial, employee/supplier, customer, and organizational.

This paper offers empirical insights about the assets and obstacles facing the OUA hockey league and its teams. For example, players, coaches, affiliation with universities, and the hockey product are noted assets. Obstacles for strategic growth include arenas, suppliers, media attention, financial sustainability, parity with other leagues in Canada, and leadership. The VDF proved a useful foil to suggest that something is needed that more accurately represents sport management‐specific situations.

The main limitation of this study is that it lacks generalizability. Although motivated to better understand not‐for‐profit sport in general, the authors’ model is specific to OUA men's hockey teams. However, their OUA hockey team‐specific revised VDF does provide insights into the assets available to coaches, and also acknowledges the corresponding challenges or obstacles surrounding the asset classes in the context of OUA hockey.

This paper provides an approach towards making a more generalizable not‐for‐profit sport model that could help explain the success (or lack of success) of such organizations.

This study addresses a need to develop a framework to examine and evaluate not‐for‐profit sport‐specific organizations, such as the teams in the OUA.

Problem-solving approaches to research have dominated the not-for-profit festival management field. Little attention has been paid to how festival organizations successfully create cultures where knowledge transfer is practised within the high intensity of a festival life cycle. Drawing upon insights from social practice theory and appreciative inquiry (AI), the purpose of this paper is to offer a different conceptual approach to understanding how knowledge transfer “works” as an organizational practice to produce a collaborative festival culture.

This paper draws upon an ethnographic case study with the highly acclaimed Queensland Music Festival organization in Australia. The research questions and methods were framed around an appreciative approach that identified formal and informal practices that " worked " rather than a conventional problem-focused analysis.

This research focused on appreciating the cultural context that shaped the interrelationships between formal and informal knowledge transfer practices that enabled trust and collaboration. A range of knowledge transfer practices was identified that contributed to the creation of a shared festival ethos and the on-going sustainability of the festival vision.

The not-for-profit sector brings numerous challenges for festival organizations, and there is a need to appreciate how collaborative and creative knowledge transfer can occur formally and informally. Festival organizers can benefit from understanding the relational and practice dimensions of knowledge management as they are performed within specific organizational contexts.

An appreciative understanding of knowledge transfer practices has not yet been applied to not-for-profit festival organizations, where problem-solving approaches dominate the field.