The untapped potential of marketing for evaluating the effectiveness of nonprofit organizations: a framework proposal
Abstract Evaluation of the effectiveness of public benefit charitable nonprofit organizations (NPOs), both in terms of organizational performance and social impact, has been increasingly on demand. However, and due to different reasons, nonprofit effectiveness evaluation is still an unresolved issue...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Rey García, Marta [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2012 |
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| Schlagwörter: |
Evaluation in nonprofit organizations Nonprofit organizational effectiveness Relationship marketing concepts (satisfaction, trust and commitment) |
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| Anmerkung: |
© Springer-Verlag 2012 |
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| Übergeordnetes Werk: |
Enthalten in: International review on public and non-profit marketing - Berlin : Springer, 2004, 10(2012), 2 vom: 29. Mai, Seite 87-102 |
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| Übergeordnetes Werk: |
volume:10 ; year:2012 ; number:2 ; day:29 ; month:05 ; pages:87-102 |
| Links: |
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| DOI / URN: |
10.1007/s12208-012-0085-1 |
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SPR02535325X |
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| 245 | 1 | 4 | |a The untapped potential of marketing for evaluating the effectiveness of nonprofit organizations: a framework proposal |
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| 520 | |a Abstract Evaluation of the effectiveness of public benefit charitable nonprofit organizations (NPOs), both in terms of organizational performance and social impact, has been increasingly on demand. However, and due to different reasons, nonprofit effectiveness evaluation is still an unresolved issue in practice for many of those organizations. This paper reviews some of the most frequently used evaluation approaches with a double purpose in mind. First, to demonstrate that the application of marketing concepts, particularly those of market orientation and relationship marketing, has still a strong potential in the specific field of practitioner-oriented measurement and evaluation in NPOs. Many of the available frameworks are operations-, accounting and control-, or finance-driven; and therefore risk missing the market- and multi-stakeholder orientation that is crucial to improve the effectiveness of nonprofit organizations in pursuing social innovation, and also the centrality of mission and societal values for nonprofits. Second, the paper outlines and proposes a marketing-based and practitioner-oriented framework for approaching the evaluation of nonprofit organizational effectiveness. The main underlying thesis is that nonprofit effectiveness ultimately depends on the capacity of NPOs to become market oriented and to build and effectively manage relationships with relevant stakeholders over the long-term. The proposed framework combines two different aspects: the first measures the perceived value obtained by beneficiaries/customers, donors, partners and other relevant stakeholders; the second puts a value to the outcomes of those satisfactory relationships in terms of enhanced trust and commitment, ultimately leading to long-term impact. | ||
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| 650 | 4 | |a Evaluation in nonprofit organizations |7 (dpeaa)DE-He213 | |
| 650 | 4 | |a Nonprofit organizational effectiveness |7 (dpeaa)DE-He213 | |
| 650 | 4 | |a Market orientation |7 (dpeaa)DE-He213 | |
| 650 | 4 | |a Relationship marketing concepts (satisfaction, trust and commitment) |7 (dpeaa)DE-He213 | |
| 700 | 1 | |a Álvarez González, Luis Ignacio |4 aut | |
| 700 | 1 | |a Bello Acebrón, Laurentino |4 aut | |
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10.1007/s12208-012-0085-1 doi (DE-627)SPR02535325X (SPR)s12208-012-0085-1-e DE-627 ger DE-627 rakwb eng Rey García, Marta verfasserin aut The untapped potential of marketing for evaluating the effectiveness of nonprofit organizations: a framework proposal 2012 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer-Verlag 2012 Abstract Evaluation of the effectiveness of public benefit charitable nonprofit organizations (NPOs), both in terms of organizational performance and social impact, has been increasingly on demand. However, and due to different reasons, nonprofit effectiveness evaluation is still an unresolved issue in practice for many of those organizations. This paper reviews some of the most frequently used evaluation approaches with a double purpose in mind. First, to demonstrate that the application of marketing concepts, particularly those of market orientation and relationship marketing, has still a strong potential in the specific field of practitioner-oriented measurement and evaluation in NPOs. Many of the available frameworks are operations-, accounting and control-, or finance-driven; and therefore risk missing the market- and multi-stakeholder orientation that is crucial to improve the effectiveness of nonprofit organizations in pursuing social innovation, and also the centrality of mission and societal values for nonprofits. Second, the paper outlines and proposes a marketing-based and practitioner-oriented framework for approaching the evaluation of nonprofit organizational effectiveness. The main underlying thesis is that nonprofit effectiveness ultimately depends on the capacity of NPOs to become market oriented and to build and effectively manage relationships with relevant stakeholders over the long-term. The proposed framework combines two different aspects: the first measures the perceived value obtained by beneficiaries/customers, donors, partners and other relevant stakeholders; the second puts a value to the outcomes of those satisfactory relationships in terms of enhanced trust and commitment, ultimately leading to long-term impact. Nonprofit marketing (dpeaa)DE-He213 Evaluation in nonprofit organizations (dpeaa)DE-He213 Nonprofit organizational effectiveness (dpeaa)DE-He213 Market orientation (dpeaa)DE-He213 Relationship marketing concepts (satisfaction, trust and commitment) (dpeaa)DE-He213 Álvarez González, Luis Ignacio aut Bello Acebrón, Laurentino aut Enthalten in International review on public and non-profit marketing Berlin : Springer, 2004 10(2012), 2 vom: 29. Mai, Seite 87-102 (DE-627)564756105 (DE-600)2423129-0 1865-1992 nnns volume:10 year:2012 number:2 day:29 month:05 pages:87-102 https://dx.doi.org/10.1007/s12208-012-0085-1 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 10 2012 2 29 05 87-102 |
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10.1007/s12208-012-0085-1 doi (DE-627)SPR02535325X (SPR)s12208-012-0085-1-e DE-627 ger DE-627 rakwb eng Rey García, Marta verfasserin aut The untapped potential of marketing for evaluating the effectiveness of nonprofit organizations: a framework proposal 2012 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer-Verlag 2012 Abstract Evaluation of the effectiveness of public benefit charitable nonprofit organizations (NPOs), both in terms of organizational performance and social impact, has been increasingly on demand. However, and due to different reasons, nonprofit effectiveness evaluation is still an unresolved issue in practice for many of those organizations. This paper reviews some of the most frequently used evaluation approaches with a double purpose in mind. First, to demonstrate that the application of marketing concepts, particularly those of market orientation and relationship marketing, has still a strong potential in the specific field of practitioner-oriented measurement and evaluation in NPOs. Many of the available frameworks are operations-, accounting and control-, or finance-driven; and therefore risk missing the market- and multi-stakeholder orientation that is crucial to improve the effectiveness of nonprofit organizations in pursuing social innovation, and also the centrality of mission and societal values for nonprofits. Second, the paper outlines and proposes a marketing-based and practitioner-oriented framework for approaching the evaluation of nonprofit organizational effectiveness. The main underlying thesis is that nonprofit effectiveness ultimately depends on the capacity of NPOs to become market oriented and to build and effectively manage relationships with relevant stakeholders over the long-term. The proposed framework combines two different aspects: the first measures the perceived value obtained by beneficiaries/customers, donors, partners and other relevant stakeholders; the second puts a value to the outcomes of those satisfactory relationships in terms of enhanced trust and commitment, ultimately leading to long-term impact. Nonprofit marketing (dpeaa)DE-He213 Evaluation in nonprofit organizations (dpeaa)DE-He213 Nonprofit organizational effectiveness (dpeaa)DE-He213 Market orientation (dpeaa)DE-He213 Relationship marketing concepts (satisfaction, trust and commitment) (dpeaa)DE-He213 Álvarez González, Luis Ignacio aut Bello Acebrón, Laurentino aut Enthalten in International review on public and non-profit marketing Berlin : Springer, 2004 10(2012), 2 vom: 29. Mai, Seite 87-102 (DE-627)564756105 (DE-600)2423129-0 1865-1992 nnns volume:10 year:2012 number:2 day:29 month:05 pages:87-102 https://dx.doi.org/10.1007/s12208-012-0085-1 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 10 2012 2 29 05 87-102 |
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10.1007/s12208-012-0085-1 doi (DE-627)SPR02535325X (SPR)s12208-012-0085-1-e DE-627 ger DE-627 rakwb eng Rey García, Marta verfasserin aut The untapped potential of marketing for evaluating the effectiveness of nonprofit organizations: a framework proposal 2012 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer-Verlag 2012 Abstract Evaluation of the effectiveness of public benefit charitable nonprofit organizations (NPOs), both in terms of organizational performance and social impact, has been increasingly on demand. However, and due to different reasons, nonprofit effectiveness evaluation is still an unresolved issue in practice for many of those organizations. This paper reviews some of the most frequently used evaluation approaches with a double purpose in mind. First, to demonstrate that the application of marketing concepts, particularly those of market orientation and relationship marketing, has still a strong potential in the specific field of practitioner-oriented measurement and evaluation in NPOs. Many of the available frameworks are operations-, accounting and control-, or finance-driven; and therefore risk missing the market- and multi-stakeholder orientation that is crucial to improve the effectiveness of nonprofit organizations in pursuing social innovation, and also the centrality of mission and societal values for nonprofits. Second, the paper outlines and proposes a marketing-based and practitioner-oriented framework for approaching the evaluation of nonprofit organizational effectiveness. The main underlying thesis is that nonprofit effectiveness ultimately depends on the capacity of NPOs to become market oriented and to build and effectively manage relationships with relevant stakeholders over the long-term. The proposed framework combines two different aspects: the first measures the perceived value obtained by beneficiaries/customers, donors, partners and other relevant stakeholders; the second puts a value to the outcomes of those satisfactory relationships in terms of enhanced trust and commitment, ultimately leading to long-term impact. Nonprofit marketing (dpeaa)DE-He213 Evaluation in nonprofit organizations (dpeaa)DE-He213 Nonprofit organizational effectiveness (dpeaa)DE-He213 Market orientation (dpeaa)DE-He213 Relationship marketing concepts (satisfaction, trust and commitment) (dpeaa)DE-He213 Álvarez González, Luis Ignacio aut Bello Acebrón, Laurentino aut Enthalten in International review on public and non-profit marketing Berlin : Springer, 2004 10(2012), 2 vom: 29. Mai, Seite 87-102 (DE-627)564756105 (DE-600)2423129-0 1865-1992 nnns volume:10 year:2012 number:2 day:29 month:05 pages:87-102 https://dx.doi.org/10.1007/s12208-012-0085-1 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 10 2012 2 29 05 87-102 |
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Rey García, Marta @@aut@@ Álvarez González, Luis Ignacio @@aut@@ Bello Acebrón, Laurentino @@aut@@ |
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However, and due to different reasons, nonprofit effectiveness evaluation is still an unresolved issue in practice for many of those organizations. This paper reviews some of the most frequently used evaluation approaches with a double purpose in mind. First, to demonstrate that the application of marketing concepts, particularly those of market orientation and relationship marketing, has still a strong potential in the specific field of practitioner-oriented measurement and evaluation in NPOs. Many of the available frameworks are operations-, accounting and control-, or finance-driven; and therefore risk missing the market- and multi-stakeholder orientation that is crucial to improve the effectiveness of nonprofit organizations in pursuing social innovation, and also the centrality of mission and societal values for nonprofits. 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Rey García, Marta |
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Rey García, Marta misc Nonprofit marketing misc Evaluation in nonprofit organizations misc Nonprofit organizational effectiveness misc Market orientation misc Relationship marketing concepts (satisfaction, trust and commitment) The untapped potential of marketing for evaluating the effectiveness of nonprofit organizations: a framework proposal |
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The untapped potential of marketing for evaluating the effectiveness of nonprofit organizations: a framework proposal Nonprofit marketing (dpeaa)DE-He213 Evaluation in nonprofit organizations (dpeaa)DE-He213 Nonprofit organizational effectiveness (dpeaa)DE-He213 Market orientation (dpeaa)DE-He213 Relationship marketing concepts (satisfaction, trust and commitment) (dpeaa)DE-He213 |
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untapped potential of marketing for evaluating the effectiveness of nonprofit organizations: a framework proposal |
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The untapped potential of marketing for evaluating the effectiveness of nonprofit organizations: a framework proposal |
| abstract |
Abstract Evaluation of the effectiveness of public benefit charitable nonprofit organizations (NPOs), both in terms of organizational performance and social impact, has been increasingly on demand. However, and due to different reasons, nonprofit effectiveness evaluation is still an unresolved issue in practice for many of those organizations. This paper reviews some of the most frequently used evaluation approaches with a double purpose in mind. First, to demonstrate that the application of marketing concepts, particularly those of market orientation and relationship marketing, has still a strong potential in the specific field of practitioner-oriented measurement and evaluation in NPOs. Many of the available frameworks are operations-, accounting and control-, or finance-driven; and therefore risk missing the market- and multi-stakeholder orientation that is crucial to improve the effectiveness of nonprofit organizations in pursuing social innovation, and also the centrality of mission and societal values for nonprofits. Second, the paper outlines and proposes a marketing-based and practitioner-oriented framework for approaching the evaluation of nonprofit organizational effectiveness. The main underlying thesis is that nonprofit effectiveness ultimately depends on the capacity of NPOs to become market oriented and to build and effectively manage relationships with relevant stakeholders over the long-term. The proposed framework combines two different aspects: the first measures the perceived value obtained by beneficiaries/customers, donors, partners and other relevant stakeholders; the second puts a value to the outcomes of those satisfactory relationships in terms of enhanced trust and commitment, ultimately leading to long-term impact. © Springer-Verlag 2012 |
| abstractGer |
Abstract Evaluation of the effectiveness of public benefit charitable nonprofit organizations (NPOs), both in terms of organizational performance and social impact, has been increasingly on demand. However, and due to different reasons, nonprofit effectiveness evaluation is still an unresolved issue in practice for many of those organizations. This paper reviews some of the most frequently used evaluation approaches with a double purpose in mind. First, to demonstrate that the application of marketing concepts, particularly those of market orientation and relationship marketing, has still a strong potential in the specific field of practitioner-oriented measurement and evaluation in NPOs. Many of the available frameworks are operations-, accounting and control-, or finance-driven; and therefore risk missing the market- and multi-stakeholder orientation that is crucial to improve the effectiveness of nonprofit organizations in pursuing social innovation, and also the centrality of mission and societal values for nonprofits. Second, the paper outlines and proposes a marketing-based and practitioner-oriented framework for approaching the evaluation of nonprofit organizational effectiveness. The main underlying thesis is that nonprofit effectiveness ultimately depends on the capacity of NPOs to become market oriented and to build and effectively manage relationships with relevant stakeholders over the long-term. The proposed framework combines two different aspects: the first measures the perceived value obtained by beneficiaries/customers, donors, partners and other relevant stakeholders; the second puts a value to the outcomes of those satisfactory relationships in terms of enhanced trust and commitment, ultimately leading to long-term impact. © Springer-Verlag 2012 |
| abstract_unstemmed |
Abstract Evaluation of the effectiveness of public benefit charitable nonprofit organizations (NPOs), both in terms of organizational performance and social impact, has been increasingly on demand. However, and due to different reasons, nonprofit effectiveness evaluation is still an unresolved issue in practice for many of those organizations. This paper reviews some of the most frequently used evaluation approaches with a double purpose in mind. First, to demonstrate that the application of marketing concepts, particularly those of market orientation and relationship marketing, has still a strong potential in the specific field of practitioner-oriented measurement and evaluation in NPOs. Many of the available frameworks are operations-, accounting and control-, or finance-driven; and therefore risk missing the market- and multi-stakeholder orientation that is crucial to improve the effectiveness of nonprofit organizations in pursuing social innovation, and also the centrality of mission and societal values for nonprofits. Second, the paper outlines and proposes a marketing-based and practitioner-oriented framework for approaching the evaluation of nonprofit organizational effectiveness. The main underlying thesis is that nonprofit effectiveness ultimately depends on the capacity of NPOs to become market oriented and to build and effectively manage relationships with relevant stakeholders over the long-term. The proposed framework combines two different aspects: the first measures the perceived value obtained by beneficiaries/customers, donors, partners and other relevant stakeholders; the second puts a value to the outcomes of those satisfactory relationships in terms of enhanced trust and commitment, ultimately leading to long-term impact. © Springer-Verlag 2012 |
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The untapped potential of marketing for evaluating the effectiveness of nonprofit organizations: a framework proposal |
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Álvarez González, Luis Ignacio Bello Acebrón, Laurentino |
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| score |
7.398691 |