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Prelims

Cecilia Isabel Calderón-Valencia (UPAEP University, Mexico)
Judith Cavazos-Arroyo (UPAEP University, Mexico)
Alfonso López Lira-Arjona (Universidad Autónoma de Nuevo León, Mexico)

Promotion, Recruitment and Retention of Members in Nonprofit Organizations

ISBN: 978-1-83982-659-7, eISBN: 978-1-83982-658-0

Publication date: 8 February 2021

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Citation

Calderón-Valencia, C.I., Cavazos-Arroyo, J. and Lira-Arjona, A.L. (2021), "Prelims", Promotion, Recruitment and Retention of Members in Nonprofit Organizations, Emerald Publishing Limited, Leeds, pp. i-xvi. https://doi.org/10.1108/978-1-83982-658-020211001

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Emerald Publishing Limited

Copyright © 2021 Emerald Publishing Limited

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Promotion, Recruitment and Retention of Members in Nonprofit Organizations

Title Page

Promotion, Recruitment and Retention of Members in Nonprofit Organizations

CECILIA ISABEL CALDERÓN-VALENCIA

UPAEP University, Mexico

JUDITH CAVAZOS-ARROYO

UPAEP University, Mexico

ALFONSO LÓPEZ LIRA-ARJONA

Universidad Autónoma de Nuevo León, Mexico

United Kingdom – North America – Japan – India – Malaysia – China

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Emerald Publishing Limited

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First edition 2021

Copyright © 2021 Emerald Publishing Limited

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British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library

ISBN: 978-1-83982-659-7 (Print)

ISBN: 978-1-83982-658-0 (Online)

ISBN: 978-1-83982-660-3 (Epub)

Contents

List of Figures and Tables ix
Abbreviations xi
About the Authors xiii
Preface xv
Chapter 1 The Nature of Membership in Nonprofit Organizations 1
1.1. Introduction 1
1.2. Inclusion and Membership 2
1.2.1. Belongingness 2
1.2.2. Uniqueness 3
1.3. Motivations of NPO Members 3
1.4. Collaboration 7
1.4.1. Process of Collaboration 8
1.4.2. Collaborative Theories 10
1.5. Group Membership 11
1.6. The Nature of the NPO 14
1.6.1. Membership and NPO 15
Chapter 2 Toward Value for Members of Nonprofit Organizations 23
2.1. Introduction 23
2.2. Members in NPOs 23
2.3. SAV in NPOs 24
2.4. Organizational Identification and RM Perspectives in NPOs 26
2.4.1. Organizational identification in NPOs 26
2.4.2. RM in NPOs 28
2.5. Identification, RM Theories and SAV 30
2.6. Future Research 31
Chapter 3 Donor and Member Funds 39
3.1. Introduction 39
3.2. Managing for NPO Value Creation 40
3.2.1. Leadership and Governance 42
3.3. Donors as Members 44
3.4. Financial, Material, Human and Relational Resources 46
3.4.1. Financial Resources 47
3.4.2. Material Resources 49
3.4.3. Human Resources 49
3.4.4. Relational Resources 50
3.5. Funds Transfer 51
3.6. Implications for Donors 51
Chapter 4 Recruiting and Retaining Members 57
4.1. Introduction 57
4.2. The role of Motivation 57
4.3. Recruitment, Selection and Integration of Members 58
4.3.1. Recruitment 58
4.3.1.1. Recruitment Campaigns and Marketing Channels 63
4.3.1.2. Candidate Journey 68
4.3.2. Selection 71
4.3.3. Orientation and Integration 72
4.4. Retaining Members 73
4.4.1. Strategies for Retention 74
4.5. New Trends in Membership 76
Chapter 5 Social Capital from Non-Traditional Partners 81
5.1. Introduction 81
5.2. Entrepreneurship 82
5.3. Social Entrepreneurship 84
5.4. Environmental Influence 85
5.5. Social Capital 86
5.6. Bonding and Bridging Social Capital 86
5.7. Collaboration Among Social Capital Partners 87
Chapter 6 Sustainable Development and a Perspective to Nonprofit Organizations 95
6.1. Introduction 95
6.2. Sustainable Development Goals (SDGs) Agenda to 2030 95
6.2.1. Origins 96
6.3. Creating Value for Sustainable Development 100
6.4. A Nexus Proposition to Move Toward Sustainable Development 103
Index 113

List of Figures and Tables

Chapter 1

Table 1.1. Influential Theories in a Nonprofit Context. 5
Fig. 1.1. Stages of Interaction Models for Collaboration. 8
Fig. 1.2. Membership as a Social System. 13

Chapter 2

Fig. 2.1. Relational Value Creation in the NPO Context. 32

Chapter 3

Table 3.1. Sources and Types of Resources. 46
Table 3.2. Financial Structure Constituents. 48
Fig. 3.1. NPO Fundraising Environment. 48

Chapter 4

Fig. 4.1. Three Core Activities in Human Resources Planning Process. 58
Fig. 4.2. Main Duties and Responsibilities of the Recruiting Coordinator. 60
Fig. 4.3. Inbound and Outbound Recruiting. 62
Fig. 4.4. Stages of the Candidate’s Journey. 69
Fig. 4.5. Candidate Journey Map. 70

Chapter 5

Fig. 5.1. Resource Provision. 88
Fig. 5.2. Multilateral Exchange of Value. 89

Chapter 6

Table 6.1. Critical Importance Areas and the Formulation of the 17 SDGs. 97
Fig. 6.1. Dimension Diversity. 99
Fig. 6.2. Conceptual Framework of Metacouplig Systems. 105
Fig. 6.3. Conceptual Framework of NPO System and their Nexuses. 106

Abbreviations

Applicant Tracking System ATS
Artificial Intelligence AI
Charity Aid Foundation CAF
Employee Net Promoter Score eNPS
Human Resources Management HRM
Key Performance Indicators KPIs
Membership Associations MAS
Millennium Development Goals SDGs
Multiple-mini Interviews MMIs
Nonprofit Organzation NPO
Relationship Marketing RM
Search Engine Optimization SEO
Situational Judgment Tests SJTs
Social Added Value SAV
Small- and Medium-sized Enterprise SME
United Nations UN
Values-based Recruitment VBR

About the Authors

Cecilia Isabel Calderón-Valencia

Dr Calderón-Valencia, born in Bolivia, studied economics; her master’s degree in Marketing and also holds a PhD in Business Administration from EGADE Business School. She has been a Full-time Professor at the Monterrey Tech University in Business Strategy and Marketing Strategies. She is currently a Research Professor at UPAEP University master’s programs, teaching Marketing Management, Marketing Metrics and Research Methodology, among others. She seeks to generate value in her research production and in the consultant activities she performs, and that the results of her work have a positive impact on her environment.

Judith Cavazos-Arroyo

Judith Cavazos-Arroyo is a Professor at the Interdisciplinary Postgraduate Centre at the Universidad Popular Autónoma del Estado de Puebla in Mexico. Her research focuses mainly on issues of social marketing and social innovation. She founded the Interdisciplinary Network of Innovation for Social Transformation. Her academic production is motivated by contributing to the knowledge and transformation of society, through research, reflection and the promotion of behavioral changes that favor the resolution of social problems in emerging countries.

Alfonso López Lira-Arjona

Dr López Lira holds a PhD in Business Administration from EGADE Business School. With a Bachelor Degree in Industrial and Systems Engineering, and a master’s degree in Quality and Productivity from Tecnológico de Monterrey, he is a Leading Consultant in management, innovation and entrepreneurship. As a national accredited researcher, his research line is focused in business growth and organizational innovation; thus, several studies involving SMEs from Latin America have been published. As a Graduate Professor, he lectures courses in Master’s Programs, Doctorate Seminars and Doctoral Dissertations.

Preface

Since the last decade, the number of nonprofit organizations (NPOs) has increased throughout the world. Their role is critical for attending vulnerable groups undergoing complex social issues. However, most of them face management and leadership challenges, due to a lack of effective policies and procedures, communication technologies, financial discipline and control of key performance indicators.

This book focuses in the generation of value for all NPOs’ members including top management, shareholders, board members, volunteers, employees, beneficiaries and non-traditional members. However, value is conceived beyond its mentioned members, implying qualitative indicators such as sustainability, wellness and the fulfillment of an NPO’s social mission.

The world has experienced changes, and thus, NPOs’ management requires the adaptation of paradigms that contribute in the achievement of its mission and objectives. Value perspective is no new argument; however, the novel approach considers relations and benefits for NPOs’ members, other stakeholders and the community. Therefore, each member possesses an aggregated value when commitment and active participation leads to change.

NPOs need to implement strategies for the recruitment and retention of such members. In that sense, this work is based on the following research question: the current perspective for value creation of NPOs’ members is sufficient for the former recruitment and retention purpose? An objective answer could be based on the need for more active NPOs’ participations with better strategies.

NPOs of any size are vulnerable to changes in the environment, due to their strongly correlated subsistence with charity and altruism. In some cases, funds are subdued to the commercialization of a product or service, implying a competitive effort in a globalized market where an increasing number of NPOs and other firms require scarce resources. Thus, the professionalization of its board, top management and staff is mandatory.

It is no secret to state that the agenda for sustainable development is still pending for all actors in society. Its dimensions are multifactorial and diverse; nevertheless, any NPO could actively participate through social innovation by recurring to synergies and alliances with other actors for a sustainable creation of value.

The purpose of this work is to highlight the value of NPOs’ members in the aim of fulfilling social missions. However, their significance could not be separated from the conditions of NPOs’ operational systems, results and nature of alliances. Thus, any NPO needs to understand, build and strengthen its value creation relations. Finally, the non-profit sector requires motivated, committed and active members valued for their essence and hard work; moved by love, compassion and empathy; and genuinely care for the needs of others.

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