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This study examined the impact of the Boys & Girls Clubs of America (BGC), and its Keystone Club (KC) component, on the leadership and citizenship development of its alumni. 14 alumni were interviewed using a structured interview technique. The constant comparative method was utilized to identify leadership traits and skills that alumni perceived they had developed as members of either organization. It was found that alumni from both organizations felt that they had developed the ability to lead groups, and developed the traits of integrity, honesty and patience. In addition, their participation in BGC/KC gave them the confidence to pursue leadership roles outside of BGC/KC. These traits and skills also carried over into their adult lives.

Aftercare is an important predictor of outcomes following treatment for substance abuse. Despite this, there is evidence that the great majority of substance abusing clients choose not to participate in aftercare. Aftercare programs that are tied to specific residential treatment facilities, sometimes known as alumni groups or alumni clubs, might increase participation by offering former residents the opportunity to maintain treatment oriented social networks. Therapeutic communities (TCs), which emphasize mutual aid between residents, are ideal candidates for such programs. The paper aims to discuss these issues.

In total, 100 randomly chosen former TC residents were randomly surveyed regarding their contact with fellow alumni and their exchange of recovery oriented helping behaviors. A thirty day timeline follow-back methodology was used.

Contact was primarily through electronic means, particularly phone calls, texts and the alumni club Facebook page. Participants who reported more electronic contact also reported more days in which they offered and received recovery oriented help. Participants who were African American or had spent more time in TC treatment offered and received recovery oriented help on more days.

While this is an exploratory study limited to one TC, this alumni club allows for the maintenance of a mutual aid network after termination. That network primarily consists of electronic forms of contact. A longer time spent in TC treatment may allow for the internalization of the practice of mutual aid. Further research on alumni clubs is warranted.

This is the first survey of TC alumni club members.

This chapter provides insights into the activities carried out by alumni in the domain of academic entrepreneurship. Given the increasing role of alumni in the support to entrepreneurial learning in universities and the scant evidence about their actual engagement into these initiatives, it explores the alumni organisations affiliated to the population of 58 alumni organisations in 55 higher education institutions (HEI) in Italy, particularly for the activities designed to support entrepreneurship. The authors explore and define services related to entrepreneurship for and from the alumni. Among others, alumni organisations or clubs help members in accessing networks with their peers for career opportunities and role modelling. The authors contribute to the increasing literature about the entrepreneurial university by documenting the activities carried out by alumni organisations to foster entrepreneurship at their parent HEI and promoting an entrepreneurial ecosystem. Universities must take into consideration that peer support can be as important for spreading entrepreneurial initiatives within universities as other more formal supporting measures.

The credit card industry in the UK has a growing number of affinity cards, some of which are specifically aimed at the alumni of universities. Discusses the evolution of the relationship between the university alumni officers and the credit card issuers responsible for the alumni affinity cards. Bases the research on a five‐phase model of relationship formation and describes how the alumni officers perceive their relationship with their affinity card issuers through the phases of awareness, exploration, expansion, commitment and dissolution. Concludes that the entry of the affinity card issuer potentially dilutes the strength of the relationship between the alumni and their university, as the card issuer seeks to build a direct relationship with the alumni affinity cardholders. Alumni officers and others responsible for initiating affinity credit card agreements, therefore, need to be aware of both the benefits and costs of establishing and maintaining relationships with affinity credit card issuers.

The presented study aims to identify and classify the value factors that influence the value of football clubs from the stakeholder perspective, while also discussing how these factors can affect the choice of valuation methods. The paper considers how value should be measured from the perspective of stakeholders. Research focuses on clubs embedded deeply in a wide interrelated network of stakeholders.

A mixed research approach was established in order to obtain a more holistic understanding of value creation, value factors and measurement. The research builds on observational study with a mix of retrospective longitudinal study of Polish men's football clubs and interviews with stakeholders, which are then triangulated as part of a critical discussion on valuation methods.

The results show the most significant value factors determined by the stakeholders. The study discusses which performance and value measures should be used to measure value for the stakeholders of football clubs. Intellectual capital methods and asset-based methods should definitely be relied on as part of measuring the performance of football clubs within the stakeholders' network. All findings suggest the use of the multivariate valuation method in accordance with previous research.

The classified key value factors enable the management of football clubs to properly manage stakeholder relationships and address various stakeholders' concerns in a sustainable way. The paper proposes a research process, which may also be implemented in other studies in the non-profit sector and contributes to the literature in the fields of sports management.

This chapter provides an overview of entrepreneurship clubs. It charts the development of these organisations, as a form of extracurricular activity. It introduces different forms of entrepreneurship clubs, such as Junior Achievement (JA) and Enactus, and explains how they grew from 1919 to the present. It also illustrates the differences between self-organised clubs, organised programs using clubs as a learning method, structured societies and nationally organised cooperative societies. The second part introduces research on student clubs in entrepreneurship education. It explores the benefits of clubs. It shows that clubs assist student learning, enable the acquisition of practical skills and improve college attendance, employment opportunities and career attainment. We argue that entrepreneurship clubs have improved student learning outcomes in entrepreneurship and simulated entrepreneurial learning, while impacting student self-efficacy and intentionality as well as improving employability and social learning. The final part of the chapter provides advice and tips for educators advising student-run entrepreneurship clubs. Ultimately, the chapter explains how student clubs have developed, why they are important for student learning and how advisors can support them.

This paper aims to reflect on 25 years of the social enterprise initiative at the Harvard Business School, examining the processes and thinking involved at key stages of this pioneering Initiative’s implementation and institutionalization.

The authors adopt an auto-ethnographical approach, reflexively considering the impact of our actions at key stages.

Reflecting on the experiences, the authors offer their thoughts on the challenges involved in establishing an educational program. They consider that there were give stages in the development of the program, which ensured its longevity, institutionalization and success: giving birth; starting an experiment; gaining acceptability; being embraced and achieving irreversibility.

The multiple challenges faced, as well as the successes that the authors had over the years, are set out. Awareness of the challenges that the authors faced will support educators to be prepared to overcome the same or similar challenges to implementing and embedding a social enterprise program.

This is the first time that the authors’ reflections on the history of the Social Enterprise Initiative have been brought together. As well as distinctive in their own right, the authors consider that the lessons learned from the work over such a long period could provide valuable insights to those who wish to integrate social enterprise teaching into their settings.

This paper describes the extent to which Australian university alumni offices currently apply benchmarking principles. Not surprisingly, there is considerable diversity in the way that the offices measure, evaluate, and progress their operations. Benchmarking has been adopted by only half of the respondents to a survey of management practices. To some extent, the differences reflect differences in alumni officers’ perceptions of the primacy of various customer groups, and the extent to which the top echelons of the universities advocate quality management practices. Resource constraints and concerns about meeting target performance measures are key deterrents to the adoption of benchmarking. Those associations that adopt benchmarking out‐perform those that do not on the following dimensions: commitment to quality management practices; communication with employees; continuous improvement, emphasis on customer satisfaction; and participative management. Organisations that have adopted quality management principles vary according to how they implement benchmarking, including the types of benchmarking partners adopted.

As colleges and universities face the shifts of decreasing government funds, increased operating costs, and waning alumni financial support, institutions are now plunging themselves into practices traditionally associated with the business sector. Practices like branding are now being used as a mechanism to increase engagement of alumni and potential donors. The purpose of this paper is to examine the effects of brand identification, or the defining of the self through association with an organization, on alumni supportive behaviors.

The researchers surveyed alumni of a mid-sized state-run university in the mid-Atlantic region of the USA to see if identification affected donation behaviors such as choice to donate, total dollar amount donated, and the number of times donated.

The survey findings showed that brand identification correlated with choice to donate, increased donation dollar amount, and the number of donations. Findings also suggested that interpretation of brand, prestige, satisfaction with student affairs, and participation were positively associated with identification.

The results of this study are specific to one institution. This research offers support for the importance and value of brand management in higher education. The study also highlights those determinants of brand identification which suggests the use of integrative fundraising techniques.

The study highlighted that university brand identification increases the explanatory power for alumni donor behaviors over those variables typically explored in traditional donor models.