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Bringing marketing into nonprofit organisations: A managerial nightmare!

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  • Chad, Paul
  • Kyriazis, Elias
  • Motion, Judy

Abstract

Many Boards and CEOs of nonprofit organisations face a dilemma in today's increasingly competitive market, that of introducing cultural change by forcing adoption of a market orientation to improve performance. The problem lies in that employees and managers misunderstand or have serious apprehensions towards marketing. In extreme cases, employees call it “going to the darkside”. Via an in-depth case study, the tension-filled process by which management introduced market orientation into a charity is examined. The benefit of the paper is that it forewarns managers of what to expect regarding potential employee resistance. We identify and provide solutions for senior managers considering cultural change towards greater emphasis on marketing activities. The paper advances academic knowledge regarding use of market orientation in charities, with a unique contribution being examination of the change process, managerial experiences and reaction of employees.

Suggested Citation

  • Chad, Paul & Kyriazis, Elias & Motion, Judy, 2014. "Bringing marketing into nonprofit organisations: A managerial nightmare!," Australasian marketing journal, Elsevier, vol. 22(4), pages 342-349.
    • Handle: RePEc:eee:aumajo:v:22:y:2014:i:4:p:342-349
    DOI: 10.1016/j.ausmj.2014.09.003
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    References listed on IDEAS

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    1. Wood, Van R. & Bhuian, Shahid & Kiecker, Pamela, 2000. "Market Orientation and Organizational Performance in Not-for-Profit Hospitals," Journal of Business Research, Elsevier, vol. 48(3), pages 213-226, June.
    2. Meredith Rogers, 2004. "Capabilities for Sustainable Business Success," Australian Journal of Management, Australian School of Business, vol. 29(1), pages 21-25, June.
    3. Lloyd C. Harris & Emmanuel Ogbonna, 1999. "Developing a Market Oriented Culture: A Critical Evaluation," Journal of Management Studies, Wiley Blackwell, vol. 36(2), pages 177-196, March.
    4. G. Tomas M. Hult & David J. Ketchen, 2001. "Does market orientation matter?: a test of the relationship between positional advantage and performance," Strategic Management Journal, Wiley Blackwell, vol. 22(9), pages 899-906, September.
    5. Slater, Stanley F. & Narver, John C., 1994. "Market orientation, customer value, and superior performance," Business Horizons, Elsevier, vol. 37(2), pages 22-28.
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    Cited by:

    1. Khalil, Mary & Khan, Saira & Septianto, Felix, 2020. "Effects of power and implicit theories on donation," Australasian marketing journal, Elsevier, vol. 28(3), pages 98-107.

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