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The purpose of this paper is to evaluate the response of members to a rebranding strategy implemented by a member‐owned organisation. More specifically, the authors examine the impact of rebranding awareness and attitude towards rebranding on the members' perceived value of their memberships, their satisfaction and, subsequently, their commitment to the organisation.

The research employed in‐depth interviews followed by a quantitative survey. Data were collected online from 264 current members of Dogs SA and data analysis employed SEM principles.

Findings demonstrate that the members' awareness of a rebranding attempt can significantly enhance perceived membership value, leading to increased levels of satisfaction. With both perceived value and satisfaction antecedents of membership commitment, the importance of such improvements cannot be underestimated.

Despite a high response rate of 88 per cent, only ten per cent of the membership base was included in the initial sample. Limitations relate to the single context, a canine association, and single rebranding attempt examined in this paper. Only three outcome measures were included, namely membership value, satisfaction and commitment.

While non‐profit member‐owned organisations play an increasingly important role in our economic and social environment, participation rates are dropping in many such organisations. If they are to remain viable, the commitment of existing members must be improved. The study provides managers with important insight into a potentially powerful strategy to increase underpin membership dedication by means of satisfaction and enhanced perceived value.

This paper successfully integrates relationship marketing and rebranding literature domains, producing significant implications for non‐profit membership organisations.

The purpose of this paper is to develop insight regarding art gallery members' identification with their galleries through the use of segmentation. The antecedents of a member's identification and subsequent involvement with the gallery are explored. Within the four regional art galleries analysed, the authors identify three different segments within the membership groups which illustrate the ways in which gallery members, who identify positively with their gallery, contribute to the organisation through behaviours such as the donation of time and money.

A mixed methods approach was used, including 11 in‐depth interviews with gallery staff and members and a survey (n=433) of gallery members. The in‐depth interviews were interpreted using content analysis and thematic analysis. The survey results were analysed using exploratory factor analysis and cluster analysis.

The paper's findings suggest that gallery members can be differentiated in terms of the way that they contribute to their art gallery. Three types were identified: promoters, donors and committee members. A number of constructs were used to distinguish between each of the segments, including: member identification, satisfaction, prestige, visibility, contact quality and domain involvement from the current arts marketing literature. Four other constructs which emerged from the qualitative research were also used to profile the clusters: self‐enhancement, organisational culture, social responsibility and elitism which emerged from the qualitative research.

Profiling different segments in the market (membership) using sociodemographics, attitudes and donating behaviours allows marketers and managers to more effectively target the segments who can positively contribute to the organisation. Moreover it provides a greater understanding of the membership base and how various members are engaging with their institution. Current methods of marketing are becoming less ideal to obtain marketing objectives, with diminishing returns to scale on marketing programmes an issue.

An understanding of the differences between each of these member types will allow galleries to more efficiently use their finite resources. By tailoring offerings to each of the different segments galleries can maximise the value of their membership base. Further, the use of segmentation enables gallery managers to identify segments where members may be less or not engaged and its causes and potential solutions.

Many non‐profit organisations with a membership base, such as the art galleries sampled in this research, rely on the contribution of their membership to survive. Therefore understanding the relationship between the institution and the membership is important.

The paper is unique in the application of segmentation analysis to examine gallery members. It also furthers the current understanding of identification and its role in the relationship between organisation members and their behaviour as members. That is the role of identification in relationship marketing.

Analyses union membership trends in the UK since 1979. Confirms the conventional wisdom that overall there has been a substantial membership leakage from UK trade unions for almost a decade and a half. Summarizes and discusses reasons for this. Goes on to show, however, that this overall trend masks a surprisingly steady and sustained growth of employee membership of “non‐affiliated” unions of professional workers and of staff associations, during the 1980s and early 1990s. Examines this stark contrast between falling membership among highly unionate traditional unions and lowly unionate, “non‐political” employee organizations. Explores the characteristics of the “new moderate unionism” in terms of its membership, size, sectoral, gender and industrial distributions and discusses the future prospects of this remarkably resilient group of employee organizations. Classifies them as “publicsector professional associations” and “privatesector staff associations”. Finally, evaluates the nature and ideologies of the “new moderate unionism” in the context of recent managerial employment strategies.

The purpose of this paper is to contribute to the growing field of membership research by applying a relationship marketing perspective on members in tourism settings. Focus is on exploring why consumers are members (motivational dimensions) and how motivations are related to member behaviours (retention, participation and co-creation), and to member demographics (gender, age, distance between the member's home and the supported organization).

A survey was conducted among members of a nonprofit tourist attraction (n=755). Classical chi-square tests, t-tests and multivariate analysis using logistic regression were used to analyze data and to test eight hypotheses on member demographics, member motivations and member behaviours.

Findings show that among the three motivational dimensions, altruism, i.e. doing good for others, was the strongest motive, followed by self-interest, i.e. doing good for yourself, and then the social motive, i.e. doing good with others, which scored lowest. Furthermore, findings show that gender, age and distance were significantly related to member motivations and member behaviours. Member behaviours were significantly related to motivations.

This study was conducted at a single nonprofit tourist attraction. However, it provides insights into different motivational dimensions for why people pay to become members and what kind of member behaviour they demonstrate. This topic calls for further research to explore the complex membership phenomenon such as extending this study by identifying member motives and behaviour in other contexts.

This explorative study of members of a nonprofit tourist attraction contributes insights into why consumers are members (motivational dimensions), how motivations are related to member behaviours in a membership relationship context, and how member demographics are related to motivations and behaviours. Findings have implications for membership managers and the development of memberships in terms of giving a deeper insight into members as consumers in order to develop memberships as strategic resources and hence use the full potential of memberships especially vital to non-profit organizations. Several aspects of memberships are discussed that may inspire the development of member offerings. The present study contributes to the developing field of membership research as it is a response to the calls for more empirical studies of members to develop an integrated understanding of motivations of memberships. Furthermore it contributes with research of co-creation in customer relationships linking the co-creation concept to research of members in tourism settings.

This study contributes to the developing field of membership research and furthermore gives insights into consumer motivations and behaviours that may inspire development of innovative and competitive membership offerings building membership relationships in tourism settings.

This research paper takes an interdisciplinary approach, drawing from empirical data, to explore the relationship between organisational change management and strategic leadership to promote growth in value-driven, membership-based organisations through a qualitative multi-case-based analysis and to provide a discussion on the philosophies and practices of leadership teams which underpin successful organisational change within such not-for-profit organisations.

Each participating organisation had 700+ members, had previously experienced prolonged periods of auditable membership growth and employed distinctly different organisational models to facilitate growth. A qualitative multi-case study approach was adopted informed by 32 interviews with eight leadership teams. A thematic analysis provided a comparative review of responses.

All case study organisations emphasised the significance of strategic leadership teams and clearly communicated vision and flexible organisational structures as central to their strategic planning and subsequent growth. This builds on previous research which has explored organisational change in not-for-profit organisations and strategic leadership in not-for-profit organisations, which explores the strong linkages between the roles and functions of strategic leadership, organisational structures designed with the adaptive capacity to manage continuous and convergent change and their impact on sustained growth. Such linkages are more specifically supported by extended tenure of office for those in senior leadership roles, clear delineation of roles and responsibilities, the adoption of an outward growth-oriented focus and adaptable structures that encourage wider participation in leadership and management functions for the fulfilment of the organisation's mission. Most significantly, these organisations plan with change and growth in mind.

The findings of this research have transferable value to other not-for-profit, membership-based, value-driven organisations as well as other faith-based organisations, which will help to provide future linkages between leadership structures, decision-making and organisational design and its impact on the not-for-profit organisations' capacity for sustained growth.

This research challenges previous conceptions on UK church growth trends and observes that all the case organisations presented different organisational structures which were intentionally designed, context specific and developed by leadership teams with sustained growth in mind. Results from psychometric testing of participants confirmed that senior leaders of large value-driven organisations that have demonstrated a capacity for sustained growth are consistently likely to exhibit leadership characteristics which demonstrate a balanced capacity for personal humility and a committed resolve or professional will, which is also reflected in a pragmatic-type leadership style, building on previous psychometric testing research in this context.

Little attention has been given by researchers to the participant progress reporting database established by the UNGC to function as a transparent and easily accessible repository of program information and ready source of best practices for the Corporate Social Responsibility (CSR) initiatives of the United Nations Global Compact (UNGC) participants across the globe. The purpose of this paper is to assess the current database utilization practices of Compact participant organizations in the South American Region and identify steps that can be taken to enrich the dialogue and exchange of best practices among member organizations. For purposes of this study, only those South American countries with Company and Small and Mid‐Size Enterprise (SME) members were included. Due to the rapid rate of change in UNGC membership, the analysis was limited to the documents and links posted on the database as of September 10, 2006. Data analysis was done by country, followed by a detailed analysis of the reporting practices of the two countries with the largest membership, Argentina and Brazil. This study found that four of the ten nations with UNGC membership, Argentina, Brazil, Colombia and Peru account for 434 of the 482 Company and SME members. Organizations in Brazil led the way to membership growth at the establishment of the Global Compact in 2000, followed by significant growth in membership across the region in 2003 and 2004. Argentina has the highest proportion of active members (51%), followed by Chile (36%), and then Brazil (26%). Peru has experienced the highest rate of inactivity, with 41 of its 57 member organizations, all of whom joined in 2004, having been recently declared “Non‐Communicating” by Compact administration. The comparative analysis of Brazil and Argentina COP reporting practices reveals that the UNGC members in Argentina, with a 51% reporting rate, have universally adopted a short standardized easy‐to‐read reporting format, while those in Brazil, with a 26% reporting rate, utilize a diverse range of reporting formats involving much longer and more detailed CSR‐related reports. There just 27% of the 33 members posted reports utilizing Portuguese exclusively, while 81 % of the 95 Argentina members utilize Spanish only. The study concludes with a discussion of the implications of these findings on the fostering more effective utilization of the UNGC database in order to help member organizations in South America make Corporate Social Responsibility an integral part of their business strategy.

Does civic participation, especially in the arts, increase democracy? This chapter extends this neo-Tocquevillian question in three ways. First, to capture broader political and economic transformations, we consider different types of participation; results change by separate participation arenas. Some are declining, but a dramatic finding is the rise of arts and culture. Second, to assess impacts of participation, we include multiple dimensions of democratic politics, including distinct norms of citizenship and their associated political repertoires. Third, by analyzing global International Social Survey Program and World Values Survey data, we identify dramatic subcultural differences: the Tocquevillian model is positive, negative, or zero in seven different subcultures and contexts that we explicate, from class politics and clientelism to Protestant and Orthodox Christian civilizational traditions.

The authors examine the factors influencing membership in farmer organizations (FO) and their effects on the decision to adopt farm technologies by rice farmers in Ghana.

This study uses a farm survey of 900 households from Northern Ghana and a recursive bivariate probit (RBP) model that accounts for selection bias and endogeneity.

The results indicate that the household head’s decision to adopt machinery and row planting increases by 38.4 and 25.3%, respectively, upon joining a farmer organization. Membership in farmer organization is positively influenced by off-farm income, asset value, farmer organization location and farmer location in Upper West region but negatively by males, age and total livestock units owned. Machinery adoption is positively influenced by membership in farmer organizations and respondent being male but negatively influenced by the years of schooling, farm size, farm distance and location of a farmer in Ghana's Upper East and West regions. Similarly, row planting adoption is positively influenced by membership in farmers' organization but adversely by farm size, farm distance and a farmer's location in Upper East region of Ghana.

It can be concluded that membership in farmers' organizations significantly impacts farm household head’s decision to adopt machinery and row planting in rice production, which potentially enhance crop productivity.

These results show the importance of agricultural stakeholders in encouraging the formation and strengthening of farmer organizations to support the adoption of modern farming technologies.

Developing literature has demonstrated that farmer organizations promote the adoption of agricultural innovations. However, most of these studies have concentrated on conventional agricultural innovations and have used methods that fail to account for potential selection bias. This paper fills this important gap.

The purpose of this paper is to discuss whether existing organisations that seek to integrate a range of stakeholders (i.e. senior citizens, industry, academics, public authorities, civil society organisations and the media) in the field of information and communication technology (ICT) and ageing are adequately meeting the needs of each of these stakeholder groups, and to determine whether a new, or re‐organised, mechanism is needed to better meet the needs of stakeholders.

The authors identify, describe, assess and compare the adequacy of various candidate multi‐stakeholder mechanisms in order to improve stakeholder co‐operation.

The authors' principal finding is that the stakeholder co‐ordination mechanisms discussed in this paper are not adequate to foster e‐inclusion co‐operation, co‐ordination and collaboration among all different types of stakeholders.

This analysis offers direction in how a new organisation, or the expansion of an existing mechanism, could ensure that currently un‐met needs are addressed. The strengths and weaknesses of the stakeholder co‐ordination mechanisms discussed here demonstrate that some organisational types are better for performing certain tasks and for integrating particular types of stakeholder. Thus, a federated, multi‐dimensional organisation offers one possibility for addressing the needs of all different types of stakeholders.

This paper provides an avenue of response to various calls for closer stakeholder collaboration by the European Commission and other stakeholders, in order to improve the quality of life for older persons and to meet European social objectives.

Collective employer representation in the UK has changed in fundamental ways in recent decades. Collective bargaining has declined and instead, the authors have seen the emergence of a significant new form of collective organisation, the employer forum (EF), which promotes good corporate behaviour and typically focusses on issues of equality and diversity, social policy and community engagement. The purpose of this paper is to examine this new form of collective action through a case study on Business in the Community (BITC) Wales. It also compares this EF with traditional employers’ associations (EAs) in order to establish what is significant and distinctive about EFs.

BITC Wales is a “typical case” (Patton, 2014; Seawright and Gerring, 2008) that shares key characteristics and functions with other EFs across key analytical dimensions, and therefore provides insights into the wider population of EFs in the UK. In addition, the paper compares EFs, examined through a qualitative case study of BITC Wales, and traditional EAs, introduced and discussed in the literature review, along the same analytical dimensions. The aim of contrasting EAs with the case study on BITC Wales is to establish what is distinctive and significant about EFs and to consider the implications for employment relations in the UK.

The paper argues that EFs and EAs support employers in dealing with the challenges of managing the employment relationship and threats to profitability in different political contexts. The organisation of employers in EAs was a response to increasing trade union power and labour costs. EFs are helping employers to deal with a different set of challenges, including declining social cohesion in communities in which employers operate, reputational and legal risks posed by new equality and diversity legislation and expectations of good corporate citizenship by consumers and their own employees. EFs address these challenges by engaging in social projects in local communities, by promoting good corporate behaviour through benchmarking and codes of conduct, and by boosting the reputation of employers through award schemes and promotion of corporate social responsibility activities of member companies.

Previous literature has not examined EFs and their role in employment relations. This paper considers EFs as a new actor in employment relations.