Nonprofit Marketing: A Systematic Review

ABSTRACT

This systematic review delves into the realm of nonprofit marketing (NPM) by synthesizing empirical studies published between 2013 and 2022 across various sectors. Employing a meticulous screening process, we examined 62 articles sourced from reputable databases such as Science Direct, Elsevier, JSTOR, Emerald, Springer, Wiley Online Library, SAGE, and Google Scholar. Our objective was to provide a comprehensive overview and enhance understanding in the field of nonprofit marketing. The analysis of these selected articles revealed eight pivotal themes within NPM: marketing strategy, fundraising, collaboration, trust, branding, entrepreneurship, social media campaigns, and performance measurement. Through a systematic approach, we integrated these themes, shedding light on the interconnectedness of research within each domain. Our study not only consolidates a fragmented body of research but also identifies critical gaps, laying the foundation for future investigations. These gaps include a scarcity of multi-country level analyses, limited studies in developing country contexts, a deficiency of comparative analyses between developed and developing countries, and an insufficient exploration of the intersections between nonprofit and for-profit marketing.

KEYWORDS:

• Systematic literature review
• nonprofit marketing
• nonprofit organizations
• social marketing

Introductions

In recent times, there has been a rapid proliferation of Nonprofit Organizations (NPOs) across diverse industries and nations (Hersberger-Langloh, 2022). This surge in numbers has intensified competition within the sector (Hopkins et al., 2014), leading to challenges such as a decline in direct donations (Apaydin, 2011), diminished government and public support (Piatak & Pettijohn, 2021), and constrained financial resources (Sepulcri et al., 2020). In response to these difficulties, the nonprofit sector finds itself compelled to adopt a market-driven strategy to surpass competitors (Hopkins et al., 2014). As articulated by Lee (2021), NPOs employ marketing strategies not solely to augment the sale of their services or products but also to cultivate enduring relationships with donors, volunteers, and other stakeholders. These strategic marketing approaches serve as distinguishing factors among nonprofit sectors offering similar programs, thereby elevating their standing within the community and amplifying awareness of their mission (Wymer et al., 2014).

Nonprofit marketing (NPM) emerged as a marketing discipline more than fifty years ago (Kotler & Zaltman, 1971; Shapiro, 1971). Since then, it has significantly advanced and gained strategic importance, and it is no longer viewed as a novel area of study as a result of numerous empirical and theoretical publications on the topic (Lacerda et al., 2020). Public schools, public clinics, labor unions, volunteer service organizations, research institutions, museums, and legal aid societies are some examples of nonprofit organizations, and recently they have been attracting scholars’ attention. Direct mail marketing, mobile marketing, content marketing, and social media marketing are also investigated as main NPM activities. Currently, NPM landscapes have been growing substantially (McLeish, 2010), and nonprofit organizations (NPOs) are utilizing several marketing strategies (Jung et al., 2022).

NPM can be understood as the practice of using marketing strategies to further the purposes and goals of NPOs (Andreasen, 2012; Novatorov, 2017). In a more comprehensive term, NPM includes any marketing activities that a NPO may engage in, like advertising (Bebko et al., 2014; Shoham et al., 2006; Wymer et al., 2015), public relations (Kim & Yang, 2017; Mato-Santiso et al., 2021; Sutherland, 2016), and fund-raising (Hommerová & Severová, 2018). It also involves informing the public about organizational values by raising public awareness about social issues that the organization is attempting to address. NPOs have several publics, including input publics like donors, internal publics like volunteers, intermediary publics like consultants, and consuming publics like customers (Rundle-Thiele et al., 2019).

Applying marketing strategies has various advantages for NPOs. For instance, it improves the performance of fundraising and attracts volunteers (Lee et al., 2018; Sanzo et al., 2015; Taylor & Miller-Stevens, 2019). In addition, marketing practices support nonprofits in creating a strong public image in their community (Huang & Ku, 2016; Liu et al., 2018). Such a favorable public image attracts the interest of potential stakeholders, which may eventually lead to an increase in demand for nonprofit services. Moreover, nonprofits use marketing techniques to effectively carry out their missions, visions, and objectives (Chad, 2013; Cho et al., 2014; Liu et al., 2018; Yngfalk & Yngfalk, 2020) which enables them to have a greater impact on their communities (Chad, 2013; Mitchell & Shortell, 2000).

NPM is important to society since it enriches society’s well-being and improves community quality of life; therefore, we have to investigate more about marketing for nonprofit organizations (Wymer, 2021). Despite growth in the practical use of marketing techniques in the nonprofit sector, the topic has been fragmented and discordant. Progressive streams of research in NPM have been insufficient, which has limited our understanding of NPM. In spite of Kotler and his colleagues’ initial introduction of the NPM concept decades ago (Kotler & Zaltman, 1971), the field has not properly shown the point of departure of NPM other than a simple adaptation of commercial marketing concepts (Jung et al., 2022). If the NPM concept is seen only through the metaphor of a commercial business, we cannot understand its unique characteristics. This oversight arises from the inherent disparities between nonprofit and commercial entities. Firstly, nonprofit organizations are driven by a fundamentally different purpose. While commercial businesses primarily pursue financial profit, nonprofits are mission-driven, striving to address social, environmental, or humanitarian issues. Consequently, the metrics of success diverge significantly, with the emphasis on impact and societal change often outweighing monetary gains. Secondly, the dynamics of stakeholders differ substantially. Nonprofits engage with donors, volunteers, and beneficiaries, each motivated by altruism and a shared commitment to the cause, rather than transactional exchanges. Lastly, the evaluation of success is multidimensional, extending beyond financial returns to encompass societal transformation and the fulfillment of a larger societal need. Recognizing these distinctions allows for a better understanding of the nuanced strategies and unique characteristics that define nonprofit marketing, transcending the limitations imposed by a commercial business metaphor. Although the foundational marketing perspective found in for-profit business literature may not precisely mirror the reality of NPM, given that elements such as donors and volunteer initiatives are unlikely to exist in the commercial sector (Bennett, 2017; Modi & Sahi, 2022).

A systematize literature review was written by Truong (2014) who examined the development of social marketing research from 1998 to 2012. However, we perceive a significant gap in time since the last systematic review was conducted (in 2012) and hence failed to take into account some 10 years of research in these areas. Given the fragmented nature of existing studies and the limited availability of recent systematic analyses pertaining to NPM (Sepulcri et al., 2020), we are confident that our systematic review will significantly enhance the field. Through the identification, evaluation, and integration of research findings on NPM themes, our review aims to present a comprehensive summary of the latest data. This endeavor is poised to make substantial intellectual and empirical contributions, thereby establishing a robust foundation for evidence-based practices in the subject under study. The systematic literature review was guided by the following research questions:

RQ1:

What specific and significant contributions have previous studies made to the exploration and research of the most prominent theme in NPM?

RQ2:

What are promising avenues for further NPM research?

Accordingly, the current study is structured as follows: the literature review follows this introduction section. The methodology used in the study is then described in depth. Then, the result, discussion, suggestions for future research, theoretical and practical implications, conclusions, and limitations are discussed, respectively.

Theoretical background

Nonprofit marketing vs commercial marketing

The conventional concepts of marketing, including the creation, distribution, promotion, and pricing of products, services, and ideas, are extensively explored in business marketing literature. However, applying these concepts directly to nonprofits poses challenges, as highlighted by Jung et al. (2022). Nonprofit organizations primarily provide non-monetary benefits (Wymer et al., 2014) and, in contrast to commercial marketing’s focus on profit and revenue, nonprofits often prioritize behavioral changes within their targeted communities (Shah & George, 2021). Furthermore, Nonprofit Marketing (NPM) involves engagement with diverse stakeholders, such as clients, service users, and funders, expanding beyond traditional customer relationships (Mato-Santiso et al., 2021). Scholars, including (e.g., Andreasen, 2012; Liu et al., 2018), argue convincingly that the scope and complexity of nonprofit marketing exceed that of commercial marketing.

Concept of NPM

The primary objective of NPM is often centered around creating awareness and enhancing fundraising success to achieve the objectives of Nonprofit Organizations (NPOs). Fundraising, characterized as a systematic activity aimed at securing financial resources for NPOs, is considered a pivotal aspect of NPM (Lee et al., 2018; Sanzo et al., 2015; Taylor & Miller-Stevens, 2019).

The growth of NPM is evident in various economies, as demonstrated by Salamon et al. (2013) study across 16 countries. Notably, the nonprofit sector, in developed nations such as the USA, Australia, and New Zealand, employs over 10% of the labor force and exhibits growth rates surpassing the GDP in several countries. This expansion underscores the significant influence of Nonprofit Organizations on national welfare.

Nonprofit marketing orientation

NPM orientation reflects an organizational attitude or propensity to view issues through a marketing lens (Wymer et al., 2015). Marketing principles have gained acceptance among nonprofit professionals, with a focus on applying relationship marketing strategies to increase donor engagement (Mato-Santiso et al., 2021). Fundraising, a key area of emphasis in NPM literature, is closely tied to the market orientation of nonprofit organizations (Bennett, 2017; Hommerová & Severová, 2019).

Market-oriented Nonprofit Organizations can adeptly respond to stakeholder needs, as seen in both cultural and behavioral perspectives. The MARKOR and MKTOR frameworks, rooted in behavioral and cultural perspectives, respectively, provide insights into market orientation. MARKOR emphasizes behavioral aspects, assessing an organization’s marketing efforts in generating, disseminating, and reacting to intelligence (Kohli et al., 1993). MKTOR, on the other hand, focuses on organizational traits or culture, examining customer orientation, competitor orientation, and cross-functional cooperation (Narver & Slater, 1990).

MARKOR and MKTOR

MARKOR and MKTOR offer distinct perspectives on market orientation. Some studies modify these scales for nonprofit contexts, incorporating beneficiaries, donors, and collaborators. While Duque-Zuluaga et al. (2008) and Choi (2014) adapt MKTOR by subdividing customers and broadening the scope, others, such as Sargeant et al. (2002), amalgamate both scales to evaluate stakeholder focus, competitor focus, collaboration, inter-functional coordination, and responsiveness. The overarching goal of market orientation in the nonprofit sector is not solely profitability; rather, profitability is considered a consequence of market orientation (Modi & Sahi, 2018).

Marketing orientation and stakeholder theory

Marketing orientation in nonprofits facilitates resource attraction by systematically coordinating activities with diverse stakeholders Hommerová and Severová (2019). While the term “market orientation” implies a commercial focus, alternatives such as “societal orientation” (Liao et al., 2001) or “social orientation” (Wymer et al., 2015), better capture the essence of marketing in a nonprofit context, emphasizing broader societal impacts.

Stakeholder theory

Stakeholder theory, as articulated by Freeman and McVea (2005), underscores the essentiality of managing stakeholder groups for organizational development. Recognizing that each stakeholder group may possess distinct or conflicting interests, stakeholder theory advocates for tailored relationship management with each group, acknowledging the diverse impacts and influences on organizational objectives (Theuvsen, 2001; Wellens & Jegers, 2014).

Methodology of the systematic review

Study design

To meet our objective, we used a systematic literature review as a study design. This method follows a transparent and rigorous scientific process (Aromataris & Pearson, 2014; Denyer & Tranfield, 2009). Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guided the study.

Study approach

Denyer and Tranfield’s (2009) five-step approach to a systematic review (question formulation, locating studies, study selection & evaluation, analysis and synthesizing, and reporting results) was used to draw the main emphasis of research on the NPM.

Data collection

The study started by setting up a review procedure that enabled us to create a replicable, transparent, and systematic analysis. Initially, the search terms were defined: the first search terms were “nonprofit,” “non-governmental,” “not for profit,” “social,” and these were searched with the asterisk (*) to select all papers on the terms. The first term was cross-referenced with the term relating to marketing; to this end, a set of terms were searched, such as “marketing,” “organizations,” “business,” “trading,” “commerce,” “transaction,” and “cooperation.” Once the key terms were defined, we selected the database to be searched. This study searched studies from eight well-reputed databases, namely: Science Direct, Elsevier, JSTOR, Emerald, Springer, Wiley Online Library, SAGE, and Google Scholar.

Inclusion and exclusion

The current study used some inclusion and exclusion criteria. Four inclusion criteria were employed: search boundary, time of publication, language, and search string. The search boundary was determined by focusing on academic journals in marketing, management, and organizations. The search was limited to peer-reviewed articles published in the English language in the past 10 years (from January 2013–December 2022). Finally, the search string was used as inclusion criteria by focusing on NPM-related themes. The exclusion criteria include relevance, quality, and duplication. It was done by reading the abstracts and conclusions of downloaded articles from different databases. The relevance was determined by deciding whether articles fit the search keywords. To ensure quality, the study excluded unpublished articles, working papers, and conference papers. Duplicated articles were excluded by assigning code to each article and by manual detection. The article screening procedure is summarized in Figure 1.

Figure 1. Process of article selection.

Data analysis

In this study, descriptive and thematic content analysis was used to address predetermined review questions. The descriptive analysis provides readers with a brief background on the reviewed articles by presenting the results through tabulation and charts, particularly to describe the study’s characteristics (Tranfield et al., 2003). Moreover, thematic content analysis was used as a method of data analysis in this study. The researchers first manually encode the main issues addressed in the selected articles, and then an interpretative approach is used to analyze the results of the study (Fink, 2014).

Results of the systematic review

Description of the studies

This section details the selected studies on NPM in terms of time frame, quantity of publications, citations, types of research, country of research, and the mainly used journals for publication.

Quantity of publications and citations

Figure 2 shows the number of publications and respective citations of articles in each theme. Notably, the theme of social media stands out with a substantial quantity of 19 publications, reflecting a robust interest in this area. The high citation count of 2052 underscores the significance of social media within nonprofit marketing discussions, indicating a wealth of valuable insights and impactful contributions in this domain. On the other hand, nonprofit branding, while having a lower quantity of publications at 7, demonstrates a noteworthy impact with 331 citations, suggesting that the quality of research in this thematic area has garnered substantial recognition. The theme of nonprofit marketing strategy, represented by 9 publications and 644 citations, also showcases a balance between quantity and impact. Furthermore, topics such as nonprofit marketing collaboration, entrepreneurship in nonprofit marketing, trust in nonprofit marketing, nonprofit marketing performance, and fundraising, though each having lower quantities of publications, exhibit varying degrees of scholarly influence as reflected in their respective citation counts. This nuanced analysis of the data suggests that while social media dominates in terms of sheer volume and impact, other themes contribute meaningfully to the multifaceted landscape of nonprofit marketing research, each playing a valuable role in shaping the understanding and advancement of the field.

Figure 2. Number of publications and citations by theme.

We used the information from databases to compute citation scores for all papers. A list of the articles with their respective total citation scores is presented in Appendix A. The most cited articles (as on 26 January 2023) are Nah and Saxton (2013), Kim and Yang (2017) and Cho et al. (2014) which generate 571, 413 and 353 citations, respectively(see Appendix A).

As we can observe from Figure 3, the largest number of publications occurred in the year 2016. This may be related to the changes that the sector itself has been facing, such as the increase in the number of NPOs and competition, which might result in increased researcher interest.

Figure 3. Number of publications by year.

Types of research

The below pie chart (see Figure 4) shows the research methods used by selected papers. Based on the result, studies were divided into four categories: quantitative empirical research (40%), qualitative empirical research (30%), mixed empirical research (12%), and theoretical research (18%). We verified that 82% of the studies were empirical investigations.

Figure 4. Types of research.

Country of studies

The findings (see Figure 5) show that the majority of (19) articles are located in the USA, followed by Spain (5), Brazil (4), and Australia (4).

Figure 5. Country of research.

Main journals used for publications

The most dominant journals on the subject of NPM are “Public Relations Review” with seven publications, “Nonprofit and Voluntary Sector Quarterly” and “Journal of Nonprofit & Public Sector Marketing” with six articles each, “International Society for Third-Sector Research” with five articles, and “Nonprofit Management & Leadership” with three articles (see appendix A).

Analysis of studies by theme

This section identified eight important themes, such as marketing strategy, fundraising, collaboration, trust, branding, entrepreneurship, social media campaigns, and performance measurement, which were the main research areas of NPM in the last decade.

Nonprofit marketing strategy

The environment in which NPM operates has seen increased competition in recent years (Laurett & Ferreira, 2018; Mato-Santiso et al., 2021), with increasing requirements from different stakeholders that may have encouraged them to develop and adopt marketing strategies (Liu et al., 2018; Watson et al., 2020). Tuneva (2020) argued that the political, economic, socio-cultural, and technological environment in which the NPM operates has an impact on its success. Therefore, the nonprofit sector can effectively address environmental requirements and the demands of various stakeholders with the help of a carefully planned marketing strategy. Marketing strategies support nonprofits in building a strong brand image and reputation in their community (Huang & Ku, 2016).

According to Akingbola (2013), NPM strategy consists of a coordinated set of processes and actions that go through the development and implementation of activities needed to execute the organization’s cause and mission. NPOs needed to develop an operation-centered strategy with unique offers made up of various aspects like qualities, designs, brands, and values. Also, a nonprofit’s Place strategy requires the selection of channels for the effective distribution of the organization’s products. Channels can be classified into two types: direct channels (the organization itself) and indirect channels (retailers, wholesalers, or web-based intermediaries).

Hume and Leonard (2014) examine how to manage an internal communications strategy in the context of a multinational NPO, the study found that implementing strategic internal communication could help multinational NPOs overcome several obstacles and improve their overall efficacy.

Álvarez-González et al. (2017) specified three main dimensions of NPM strategies, such as market intelligence generation, dissemination, and responses to market intelligence. According to Chen and Hsu (2013), the process of gathering data on consumer demands and examining how customers are impacted by exogenous factors (e.g., regulation, competition, and environmental forces) is referred to as “intelligence generation.” The sharing of gathered information with several departments within an organization is referred to as “intelligence dissemination.” Responses to market intelligence include activities like designing jobs and training programs that meet marketing needs.

Fundraising

Hommerová and Severová (2019) stated the term “fundraising” as a set of techniques intended to raise funds necessary for NPO’s operations. Lee (2021) suggests that effective fundraising requires donor segmentation and prioritization as well as recognizing individual donors in terms of their preferences. This implies that fundraising in NPM should be implemented based on the proper marketing concepts. Modi and Sahi (2022) stated that NPOs compete with other organizations providing comparable services or employing a similar fundraising strategy. The competition for funds within the sector has grown as the number of NPOs has increased. Therefore, nonprofits needed to learn from the achievements or failures of their peers, adopt best practices, and avoid the mistakes others had made when setting their fundraising strategy.

Diverse approaches are employed by researchers as nonprofit funding techniques. The traditional methods of fund-raising include mail, telephone calls, grant writing, and special events. Peer-to-peer fundraising was one of the recognized fundraising techniques introduced in the early 2000s to support traditional in-person fundraising activities for NPOs. As stated by Asencio and Sun (2015), in peer-to-peer fundraising, supporters raise funds from their relatives or friends while they walk, swim, run, or play for a particular cause or organization.

According to Sun and Asencio (2019), as the internet grew in popularity, charities began to conduct peer-to-peer fundraising on virtual platforms. Thus, social media has recently grown in popularity as a means of virtual fundraising. Sun and Asencio (2019) stated that social media can help NPOs reach a wider audience and achieve better engagement and effective fundraising. Research (e.g., Asencio & Sun, 2015; Hommerová & Severová, 2019) confirmed that, social media-based fundraising by organizations reaches more potential donors than conventional methods do (Nah & Saxton, 2013).

Katz (2018) argued that having effective communication with existing and potential donors could be a good way to raise more funds. Similarly, as Kumar and Chakrabarti (2021) stated, sharing timely information on fundraising objectives and providing updates on those objectives may inspire and encourage current and potential donors to increase their contributions. Therefore, a nonprofit’s fundraising statement should include details of the organization’s capabilities, performance, and financial efficiency.

Furthermore, Kumar and Chakrabarti (2021) stated that there are many different reasons why donors donate to NPOs, including tax deductions, public recognition, environmental protection, social responsibility, and anonymous giving. Therefore, NPOs should understand the reasons for donations to create a long-lasting relationship.

Nonprofit marketing collaboration

Researchers’ interest in the collaborative behavior of NPM has increased since the 1980s (Gazley & Guo, 2020). As Gazley and Guo (2020) stated, in NPM, collaboration implies a cooperative effort among nonprofits that have a common objective. NPOs are more frequently required to collaborate with the government (Greiling & Stötzer, 2015), commercial organizations, and other NPOs (Álvarez-González et al., 2017; Sanzo et al., 2015) mainly to address the challenging societal problems of our time.

According to Greiling and Stötzer (2015), NPOs are now major players in the sphere of social service delivery and are frequently seen as partners with governments in the provision of public products. In the case of public issues, the nonprofit organization receive resources from the government to resolve societal problems. As a result, when the government and NPOs enter into resource agreements, they establish principal-agent (government-nonprofit) relationships.

As MacIndoe (2013) stated relationships between nonprofits and local governments are positively correlated with nonprofit capacity, resource diversification, and elements that contribute to lower transaction costs. Similarly, Álvarez-González et al. (2017) found that, nonprofit performance is positively associated with cooperative relationships between nonprofit sectors and for-profit business organizations in areas like public welfare programs. Nonprofits and commercial organizations’ collaboration extends from simple resource-based networking to shared strategic alliances. In addition, Sanzo et al. (2015) stated that, partnerships between commercial and nonprofit organizations go beyond their conventional donor and beneficiary roles. The study concluded that partnerships can be based on greater perceived values, like improving the quality of life in a community at the local, state, national, or even global level, than the mere provision of funds.

Sanzo-Pérez and Álvarez-González (2022) categorized nonprofit collaborations into four categories: philanthropic, transactional, integrative, and transformational collaborations. “Philanthropic collaborations” are characterized by the unidirectional flow of resources (mainly cash) from the business (the donor) to the nonprofit (the recipient). Transactional collaborations include sponsorships, cause-related marketing, employee volunteer initiatives, and agreements for the licensing of names and logos. In integrative cooperation, partners’ aims, values, and tactics are more consistent. In “transformational collaborations,” partners are expected to take a more active role in the co-creation of value, social innovation, and external system change. As the partnership progresses from the philanthropic to the transformational stage, each partner’s core competencies become more strategically focused, the quantity of required resources increases, and the degree of interaction, involvement, and trust increases (Sanzo-Pérez & Álvarez-González, 2022).

Trust in nonprofit marketing

Trust is often essential to the relationship between NPOs and their stakeholders since only a well-trusted organization receives support in the form of monetary and non-monetary contributions (Becker et al., 2020; Hou et al., 2018; Katz, 2018; Sanzo et al., 2015). NPM’s performance is largely dependent on the trust and support of stakeholders; eventually, this can help them in their mission accomplishments (Becker et al., 2020).

Chapman et al. (2020) argued that ability, benevolence, and integrity are three crucial elements of how trustworthy nonprofit organizations are seen. The term “ability” refers to the organization’s knowledge and skills pertinent to its area of responsibility. Benevolence is the premise that an organization wishes to act in the trustor’s best interests, beyond its self-interest. Integrity also refers to an organization’s adherence to moral standards that the trustor believes are proper. Nonprofit managers need to recognize the level of stakeholder trust in their sector for the efficiency and effectiveness of their operation and to get monetary and non-monetary support (Hou et al., 2018). As Hou et al. (2018) stated, trust between NPOs and their stakeholders, specifically donors, can be easily destroyed by a single mistake. To restore lost trust following a negative event, it is important to commit to restorative actions in addition to addressing cognitive concerns (e.g., apologies).

A study by Chapman et al. (2021) argued donation is more closely associated with organizational and sectoral trust than general or institutional trust (a general predisposition to trust unknown). The study found organizational and sectoral trust can be the foundation of NPOs’ confidence. In contrast, Lin (2019) sought no significant association between trust and donation. Similarly, Katz (2018) found that considering organizations trustworthy is not a significant predictor of the proportion of donations.

Nonprofit branding

From the investigation of this theme, we realize the following research avenues, such as: nonprofit collaboration with brands (e.g., Boenigk & Schuchardt, 2015; Sepulcri et al., 2020), the importance of nonprofit brands (e.g., Boenigk & Becker, 2016), brand image management for NPOs (Huang & Ku, 2016), brand orientation impacts (e.g., Zhang et al., 2016), donor behavior and brand (e.g., Bebko et al., 2014) and nonprofit brand strength (e.g., Wymer et al., 2016); so that, over time, these themes have become prominent in the literature of NPM.

As stated by (Huang & Ku, 2016), in today’s competitive world, brands have a powerful influence on how NPOs communicate their missions and values, as well as, how they raise funds. For instance, the Red Cross, the World Wildlife Fund, and International Amnesty are well-known and recognized for their strong brands. A study by Boenigk and Schuchardt (2015) stated that strong NPO brands play an important role in the sector’s ability to achieve its goals. Studies on brand management (e.g., Huang & Ku, 2016), encourage NPOs to use a marketing strategy through developing a strong brand image.

According to Huang and Ku (2016), to win the public’s favor, trust, and more donations, NPOs must develop a positive brand image. Boenigk and Becker (2016) also confirmed that the intention to donate and the involvement of volunteers rise when branding strategies are designed effectively. Similarly, Sepulcri et al. (2020) stated that NPM communications that incorporate brand image and the intention to donate are positively correlated. In addition, studies on brand orientation (e.g., Zhang et al., 2016) highlight the significance of branding for NPOs. Therefore, brand orientation can have a big impact on how the NPM’s activities and organizational structure are developed.

Wymer et al. (2016) considered familiarity, remarkability, and attitude as the three key pillars of nonprofit brand power. Nonprofit brand familiarity refers to the target audience’s familiarity with the brand. Remarkability of a brand measures how much a brand is viewed as better than competing brands from the viewpoint of the target audience or group (Wymer et al., 2016). Customers’ actions are mainly based on brand attitude, which is a person’s perception, emotional state, and their predisposition to certain behaviors of NPOs. Social media and other ICT tools can help NPOs strengthen their brand image and their relationship with their target audience (Sepulcri et al., 2020).

Nonprofit/social entrepreneurship

The last decade presented several publications (e.g., Andersson & Self, 2014; Felício et al., 2013; Lacerda et al., 2020; Stecker, 2014) on entrepreneurship themes in the context of NPM. Stecker (2014) argues that applying entrepreneurial ideas to NPM can increase the sustainability of an organization and its marketing capabilities. Likewise, as Andersson and Self (2014) stated, NPM may embrace entrepreneurship in their operational and strategic positions to become more effective, efficient, and sustainable. The findings demonstrate that being entrepreneurially oriented is beneficial as well as essential for the success and sustainability of NPOs. In addition, Felício et al. (2013) found that social value and social entrepreneurship have a positive relationship. The result also shows that social entrepreneurship provides more significant support for NPM performance, which opens the door to new ventures and technologies for achieving their goal.

Studies point out innovativeness, proactiveness, risk-taking, autonomy, and reciprocity as the main dimensions of a nonprofit entrepreneurial orientation. Álvarez-González et al. (2017) stated that nonprofits’ capacity for innovation can inspire them to search for creative solutions and effectively address social missions. As Lacerda et al. (2020) stated, the proactiveness dimension involves networking abilities, resource exploitation, and levels of persistence and patience. The dimensions of taking risks include the act of taking social risks, outsourcing risks, loss or failure of financial resources, and a lack of support from stakeholders. According to Lacerda et al. (2020), autonomous behavior is defined by independence and freedom of choice, which can foster the capacity to satisfy various stakeholders and provide societal value through the right decisions regarding what work is to be done, when it is done, and how it is done. Reciprocity in a nonprofit setting is directly related to the ability of an organization to form partnerships and agreements with other organizations for cooperation, as well as to keep stakeholder interests in mind (Lacerda et al., 2020).

Social media campaigns

Nonprofit scholars agree that using digital platforms can improve NPM system in a variety of ways (Appleby, 2016; Bernardi & Alhamdan, 2022; Sun & Asencio, 2019). In the studies (e.g., Dessart, 2017; Sun & Asencio, 2019; Sutherland, 2016) that deal with the use of digital channels in NPM, the majority pay attention to online channels, specifically social media. Utilization of social media channels can provide several strategic benefits for NPOs, including access to a worldwide audience, improvements in managers’ efficiency, the soliciting of ongoing feedback, cost & time savings, and productive fundraising opportunities (Appleby, 2016; Bernardi & Alhamdan, 2022). Social media (for example, Facebook, Twitter, Instagram, and LinkedIn) are crucial instruments for nonprofits in maintaining relationships with stakeholders and allowing them to reach a larger audience in a cost-effective and fast manner with limited resources (Bernritter et al., 2016; Cazorla Milla et al., 2017). As Mato-Santiso et al. (2021) stated, Twitter offers the chance to share information via the TwitPic and TwitVid services, and speed up the spread of nonprofits data by retweeting messages, creating information communities, and assist Twitter searches by using hashtags (Gálvez-Rodríguez et al., 2016; Nelson, 2019).

According to Dessart (2017), social media can be seen as a crucial promotion tool in terms of cost-effectiveness, interactivity, and the ability to build a relationship with stakeholders by assisting nonprofit campaigns and fundraising. Likewise, a study by Sun and Asencio (2019) found that social media enables nonprofits to produce and update information interactive fashion, in contrast to traditional websites, which are used for one-way sharing of web content. Similarly, studies (e.g., Gálvez-Rodriguez et al., 2014; Sun & Asencio, 2019) agreed that social media is typically essential for facilitating two-way communication, building powerful communities, raising brand awareness, hosting virtual events, and motivating stakeholders to take action due to its accessibility and interactive nature. Therefore, social media enables Nonprofits to increase outreach, promote events, improve relationships with donors, and foster real-time interaction with their followers. As Sutherland (2016) stated, in the fundraising phase, nonprofits that engaged with stakeholders via social media platforms like Facebook or Twitter were more likely to deliver the desired output. Moreover, O’Sullivan and Hughes (2019) suggest that social media helps NPOs reach out to donors in a cost-effective manner, increase brand awareness, and promote fundraising initiatives.

Kim and Yang (2017) specified that the reaction to an organizational message is the result of different behavioral factors of the users, such as; affective factors (likes); cognition factors (comments); and a combination of the affective and cognition factors (sharing) of the posted content. This indicates that the social media “like” button is an affect-driven activity, while the “comment” button is a cognitively driven behavior, and the “share” button combines the two (Kim & Yang, 2017).

As Jiang et al. (2016) suggested, nonprofit managers needed to be informed and utilize social media tools to optimize interaction with stakeholders. However, studies by Mato-Santiso et al. (2021) found that NPOs did not yet fully utilize social media platforms to disseminate their messages, raise awareness, and engage with stakeholders. Likewise, Jiang et al. (2016) confirmed that NPOs typically employ social media platforms in a very limited manner; they view social media as a one-way route for communication.

Some scholars have studied social media communications from an organizational point of view (Bernardi & Alhamdan, 2022; Sun & Asencio, 2019; Sutherland, 2016). Their main focus has been on how organizations use social media to manage relationships. This group has looked at the public’s long-term reactions to organizations’ public relations efforts. Others have evaluated the success of social media relationship campaigns from the perspective of the general public (Cho et al., 2014; Men & Tsai, 2014, 2015). This group has looked at the public’s immediate/short-term reactions to organizational messages.

A study by Li et al. (2022) stated that social media can be used to develop marketing strategies that cover broad geographic locations. Additionally, Gálvez-Rodriguez et al. (2014) highlight the significance of online technologies in public relations, particularly emphasizing how social media are playing a significant role in NPOs’ internationalization strategies. Similarly, Zorn et al. (2013) found that NPOs can be more effective if they use social media to further their strategic objectives. Tully et al. (2019) specified, NPOs need to be open and transparent on Facebook by disclosing who manages the site and their goals.

NPM performance measurement

Despard (2017) argued that NPM does not have a standardized performance measurement method, and as a result, it is difficult to determine nonprofits’ organizational capacity accurately. A nonprofit’s capacity is the collection of structures and duties required to effectively serve the community. Greiling and Stötzer (2015) specified that NPOs usually demonstrate their efficiency and effectiveness in their performances. However, it is more difficult to measure effectiveness and efficiency in nonprofit organizations than in commercial businesses. As Treinta et al. (2020) specified, in addition to organizational effectiveness and profitability, NPOs must consider social mission, social values, and social impact, which makes it more challenging to measure NPM performance. Another challenge in measuring NPM’s competitiveness is comparing its fundraising and mission fulfillment performance against other similar organizations on a regular basis.

Therefore, in the nonprofit sector, performance measurement has grown in importance, and literature (e.g., Chen & Hsu, 2013; da Costa et al., 2020; Kato et al., 2018; Lee & Nowell, 2015; Prentice, 2016) has addressed various performance measurement dimensions. According to Lee and Nowell (2015), a nonprofit’s performance measurement dimensions include its financial capability, organizational capability, behavioral outcomes, environmental changes, public happiness, and network capability. Likewise, for Prentice (2016), NPM performance can be assessed through profitability, solvency, and liquidity. According to Kato et al. (2018) and da Costa et al. (2020), the performance of a NPM is multi-dimensional, which involves the adequacy of funding, the efficiency of operations, the achievement of objectives, and the satisfaction of the beneficiaries. Chen and Hsu (2013) analyzed NPM performance in light of their focus and mission.

Discussion

Our study contributes significantly to both intellectual and empirical domains by systematically reviewing and synthesizing existing literature on Nonprofit Marketing (NPM). The systematic identification, evaluation, and synthesis of NPM studies provide a comprehensive overview of the available evidence, focusing on key themes such as nonprofit marketing strategy, fundraising, collaboration, trust, branding, entrepreneurship, social media campaigns, and performance measurement over the past decade.

This investigation illuminates the evolving landscape of research on NPM, shedding light on the implementation of marketing concepts in the nonprofit sector. Notably, our findings reveal a growing trend where nonprofit organizations (NPOs) are adopting strategies initially developed for for-profit organizations. However, a persistent challenge for NPOs is the lack of a clear model guiding their understanding of nonprofit marketing strategy, indicating a potential area for further research and development.

Recommendations from scholars (e.g., Piatak & Pettijohn, 2021) emphasize the necessity for NPOs to shift their fundraising focus from transactional to relational exchanges. Establishing long-term, strategic alliances with donors is highlighted as essential for successful partnerships. Our findings align with this perspective, showcasing the prevalent use of social media by nonprofits for volunteer recruitment, fundraising, and stakeholder awareness. Social media emerges as an ideal platform for peer-to-peer fundraising campaigns, enabling widespread outreach to donors.

Furthermore, our study offers an extensive review of nonprofit marketing collaboration. As NPM increasingly intersects with government, business, and other NPOs to address complex social challenges, collaboration becomes a focal point for academics and professionals. While competition remains a strategic concern for many NPOs, collaboration is equally significant, taking various forms such as joint missions, programming, shared services, or mergers.

Trust emerges as a critical element in the partnership between nonprofit organizations and their supporters. Scholars (Cheng & Sandfort, 2022; Huang & Ku, 2016; Katz, 2018; Wellens & Jegers, 2014) underscore the impact of legitimacy, effectiveness, and support – both financial and non-financial – on the long-term success of nonprofits. However, a divergence in research findings on the predictive power of trust for donations suggests a potential area for further investigation.

A positive brand image is identified as crucial for gaining public trust and attracting donations. The study emphasizes the importance of nonprofit managers leveraging the unique strengths of their brands to maximize marketing effectiveness. For lesser-known brands, the challenge lies in building community trust, recruiting new donors, and effectively serving their communities.

Entrepreneurial orientation is identified as a potential avenue for NPOs to enhance their operations and make creative administrative and strategic decisions. This orientation supports nonprofits in novel resource organization, spanning financial, marketing, and operational aspects to address social issues effectively.

The study affirms the widespread use of social media by NPOs for creating awareness among the mass audience. However, the discussion highlights potential limitations in using social media metrics as outcome measures, emphasizing the need for nuanced consideration of variables influencing user behavior.

Measuring NPM performance is identified as a complex task due to the intangible and dynamic nature of social values. The absence of universally recognized standard performance metrics necessitates a contextual approach, considering organizational structure, mission, values, and external factors.

Implications for research, policy, and practices

From a research perspective, our systematic review contributes to the theoretical and methodological understanding of NPM by assessing the current status, identifying trends, and suggesting future research agendas. The inclusion of diverse databases over an extended period ensures a comprehensive selection of articles, aiding scholars and practitioners in understanding key discussion areas across various fields.

In light of the increasing prevalence of nonprofits in providing public values and services during socio-economic crises, our review offers essential insights for policymakers. Understanding marketing strategy, collaboration, trust, and other vital issues in the NPM context can inform the development, delivery, and direction of nonprofit sector policy.

On a practical level, our findings provide valuable knowledge for NPOs to efficiently explore, create, and deliver value to meet the needs of their target market. By understanding the factors associated with NPM, nonprofits can enhance their ability to deliver goods, services, and social value effectively. This article aims to advance NPM concepts and offer practical implications and suggestions for the nonprofit sector.

Further research direction

The outcomes derived from our meticulous systematic review not only contribute valuable insights to the current understanding of nonprofit marketing (NPM) but also underscore critical avenues for further exploration. This section outlines detailed suggestions for future research to advance the discourse on nonprofit marketing, building upon the identified gaps and nuances revealed in our comprehensive review.

Global perspectives and comparative analyses

Our analysis reveals a conspicuous bias toward studies centered in developed countries, with a paucity of research focusing on developing nations. Additionally, there is a dearth of cross-national, cross-cultural, and cross-sectorial comparative studies. Future research endeavors should conscientiously address this imbalance by examining NPM within diverse environmental contexts, thereby broadening the scope of applicability and relevance.

Contextualizing nonprofit marketing

Despite evident distinctions between for-profit and nonprofit sectors, prevailing literature tends to indiscriminately borrow marketing concepts from for-profit businesses. To bridge this gap, researchers should delve into an exploration of the unique features inherent in NPM, offering a nuanced understanding of its distinct dynamics and challenges.

Impact assessment of NPM strategies

While existing studies acknowledge the pivotal role of marketing strategies in nonprofit effectiveness, a significant void exists in comprehending the challenges and benefits post-implementation. Future research should rigorously investigate the outcomes, hurdles, and advantages arising from the adoption of NPM strategies to provide a comprehensive view of their impact.

Strategic internal communication in NPM

Prior studies mention the strategic importance of internal communication in nonprofits without elucidating the specific processes involved. A deeper exploration into the intricacies of strategic internal communication within the NPM context is warranted to enhance our understanding of its role and impact.

Nonprofit collaboration and moderators

The limited focus on the forms, intensity, and moderators of nonprofit collaboration demands further scrutiny. Understanding why collaborations fail and exploring the factors that moderate collaborations between nonprofits and stakeholders will fill critical gaps in our knowledge, offering valuable insights for practitioners and policymakers.

Trust and donation dynamics

Inconsistencies in scholars’ findings regarding the association between trust and donation signal the presence of potential moderators. Future research should delve into uncovering and understanding these moderators to provide a more nuanced understanding of the intricate relationship between trust and donation in the nonprofit sector.

Entrepreneurial orientation and environmental elements

While our findings indicate a positive correlation between entrepreneurial orientation and NPM, a conceptualization of how internal and external environmental elements influence this orientation is lacking. Researchers should explore these dynamics to offer a comprehensive understanding of the factors shaping entrepreneurial orientation in the context of nonprofit organizations.

Uniform performance measurement parameters

The ongoing debate regarding the inclusion of specific metrics in the portfolios of NPM performance metrics highlights the need for standardized parameters. Future studies should focus on establishing uniform performance measurement criteria, offering clarity and consistency in evaluating the effectiveness and impact of NPM initiatives.

In sum, these detailed research directions provide a roadmap for scholars and practitioners to delve deeper into the multifaceted landscape of nonprofit marketing, addressing critical gaps and advancing the field toward a more comprehensive and nuanced understanding.

Conclusion

In conclusion, this systematic review delves into the multifaceted landscape of Nonprofit Marketing (NPM) over the past decade (2013–2022), aiming to lay the groundwork for a more exhaustive exploration of NPM research. The study identifies key thematic areas, including marketing strategy, fundraising, collaboration, trust, branding, entrepreneurship, social media campaigns, and performance measurement.

Notably, social media emerges as a pivotal focus in NPM literature, serving as a versatile tool for fundraising, public awareness, volunteer recruitment, and cost-effective interactive communication. The review underscores the indispensable role of nonprofit branding in differentiating organizations, fostering relationships with the public, and establishing a lasting reputation, thereby contributing to long-term success in fundraising and social awareness.

The significance of marketing strategy is emphasized as a linchpin for nonprofits to advance their missions, enhancing fundraising, volunteer relationships, promoting social values, and embodying organizational principles. Collaboration within the NPM sector is highlighted for its potential to enhance organizational efficiency, effectiveness, and knowledge acquisition regarding the issues nonprofits seek to address.

Entrepreneurship is identified as a valuable avenue for nonprofits, offering pathways to mitigate societal problems and contribute to institutional development. Trust is underscored as a cornerstone for successful nonprofit management, crucial for garnering support – both financial and non-financial – from stakeholders.

The review evaluates NPM effectiveness through metrics such as stakeholder engagement, beneficiary satisfaction, financial capacity, behavioral outcomes, public happiness, and collaboration capability. These metrics serve as essential yardsticks for assessing how well NPOs accomplish their tasks or goals. While the study notes a general growth in NPM publications over time, a geographic limitation to developed nations is observed. This underscores the need for further research in the context of developing nations to ensure a comprehensive understanding of NPM practices across diverse global contexts. In essence, this review provides a roadmap for future inquiries, encouraging a nuanced exploration of the evolving landscape of Nonprofit Marketing.

Limitations of the study

Despite the overall strengths of this review, this systematic review has the following main limitations: First, the review is limited to the period from 2013 to 2022 and excludes pre-2013 contributors to the field. Also, it was limited to publications that were selected from only eight databases. The search for studies was limited to English-language articles. Additionally, the process of article identification was through a keyword-based search, and that limited authors to gathering data based on selected keywords only. Future researchers may find manageable ways to broaden their search boundaries, languages, and time periods to conduct more generalizable studies. In addition, future scholars can consider more databases to reach a more reliable result. Moreover, there is another limitation in our review due to the adoption of thematic content analysis as a method of data analysis. This data analysis technique is susceptible to possible subjectivity; thus, future research can reduce the subjectivity issue by utilizing a variety of systematic review software tools. For instance, Castelfranchi (2017) recommended “Alceste software,” as it is one of the computerized text analysis software packages that enable researchers to find structures, recurrences, and patterns in the text.

Declaration of conflicting interests

The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Funding

The author(s) received no financial support for the research, authorship, and/or publication of this article.

Appendix A.

List of 62 articles included in our systematic literature review (period 2013–2022)

In the table below, we detail the 62 articles included in our systematic literature review.

Table A1. Articles included in the systematic literature review.

No	Authors and Year	Journals	Country of research	Sector of research/Study area	Purpose	Type of study	citations	Theme
1	Boenigk and Schuchardt (2015)	Nonprofit and Voluntary Sector Quarterly. SAGE	Germany	Plan International Germany and the Hotel Adlon Kempinski Berlin	to determine whether luxury brand partners provide support for NPOs,	Quantitative, experimental	47	Brand in Nonprofit marketing
2	Sepulcri et al. (2020)	Journal of Product & Brand Management. Emerald	Brazil	articles published over an 18-year period on nonprofit branding	to systematically analyze publications on nonprofit branding.	Systematic review	16
3	Boenigk and Becker (2016)	Nonprofit Management & Leadership. Wiley Periodicals, Inc.	Germany	German NPOs (Red Cross, Aktion Mensch and UNICEF)	to provide evidence on the conceptualization and implementation of nonprofit brand equity.	Quantitative, Partial least squares	33
4	Zhang et al. (2016)	Journal of Business & Industrial Marketing. Emerald insight.	China	an Empirical Study among Chinese Firms	to determine the effects of brand orientation on the business-to-business services brand equity.	Quantitative	82
5	Bebko et al. (2014)	Journal of Nonprofit & Public Sector Marketing. Taylor & Francis Group, LLC	USA	business classes students at a northeastern university	to determine whether the content of advertisements for NPOs had an impact on people’s decisions to donate.	Quantitative	42
6	Wymer et al. (2016)	International Society for Third-Sector. Springer	Canada	marketing students at a German and Canadian university	to conceptualize nonprofit brand strength as a familiarity, attitude, and remarkability construct	Quantitative: CFA	38
7	Huang and Ku (2016)	Journal of Electronic Commerce Research	Taiwan	NPO websites	to explore how information items on NPO websites improve the brand image of a nonprofit	Mixed-methods/Content analysis and a card sorting	73
8	Dessart (2017)	Journal of Marketing Management. Taylor & Francis Group	France	data is gathered by getting in touch with brand page admins and asking them to post the survey link on their page.	to investigate individual-level relational outcomes of social media engagement.	Quantitative: Structural equation modeling (SEM)	311	Social media campaigns
9	Sutherland (2016)	Media International Australia. SAGE	Australia	ALS Ice-Bucket	to provide a strategy for using social media as a relationship management tool for academics, practitioners, and researchers in public relations.	Qualitative (Explanatory and flexible case study approach)	23
10	Sun and Asencio (2019)	International Journal of Public Administration. Taylor & Francis Group	USA	human service NPOs in the Los Angeles metropolitan area	to investigate how social media is used by NPOs to strengthen their organizational capabilities.	Mixed-methods	34
11	Men and Tsai (2014)	Journal of Public Relations Research. Taylor & Francis Group	USA	an online survey of active American SNS users who have liked or followed the Facebook page of at least one business.	to develop and test a theoretical framework that measures public interaction with corporate websites on social networking sites.	Quantitative: SEM	221
12	Men and Tsai (2015)	Public Relations Review. Elsevier Inc	USA	the analysis was based on how American users interacted with business Facebook pages.	to determine the relations between important social media communication factors and organization-public relationships.	Quantitative: Hierarchical regression	189
13	Gálvez-Rodriguez et al. (2014)	Public Relations Review. Elsevier Inc.	Colombia	Colombian NPOs	to investigate how Colombian NPOs utilize Facebook as a communication tool.	Quantitative	35
14	Tully et al. (2019)	Communication Studies. Taylor & Francis Group	USA	list of organizations provided by the USAID Center for international disaster	to assess how NPOs use hyperlinks embedded in tweets for strategic communication	Qualitative	14
15	Zorn et al. (2013)	Voluntas. Springer	New Zealand	voluntary organizations in New Zealand.	to determine what makes resource mobilization chains stronger.	Quantitative: regression	66
16	O’Sullivan and Hughes (2019)	Journal of Technology in Human Services. Taylor & Francis Group	Ireland	Irish not-for-profit carer support organization.	to evaluate the social media utilization of NPOs	Qualitative: case study	4
17	Kim and Yang (2017)	Public Relations Review. Elsevier Inc.	USA	24/7 Wall Street list of America’s Most Hated Companies and the Fortune list of the World’s Most Admired Companies	to investigate three distinct (like, comment, and share) behaviors of social media users.	Mixed method (Content analysis)	413
18	Cho et al. (2014)	Public Relations Review. Elsevier Inc.	USA	2011 listing of the “Nonprofit Times 100,” which includes the 100 largest NPOs in the United States	to explore the public engagement of NPOs on Facebook.	Qualitative (content analysis)	353
18	Gálvez-Rodríguez et al. (2016)	Internet Research. Emerald Group Publishing Limited	Spain	NPOs that use Twitter	to examine how different elements affect NPOs utilize Twitter to communication	Mixed (Content analysis & A content analysis)	69
20	Li et al. (2023)	Psychology and Marketing. Wiley Periodicals LLC.	Finland	418 articles published during the period 2009–2021	to systematically review extant knowledge of social media marketing.	Qualitative	0
21	Nelson (2019)	International Review on Public and Nonprofit Marketing. Springer	USA	Nonprofits Twitter user organization,	to explain the relation between online stakeholder participation and the function networks.	Qualitative (Content analysis)	14
22	Appleby (2016)	SPNHA Review	USA	NPOs and social media	to understand the challenges associated with measuring return on investment of social media campaigns	Literature review paper	25
23	Bernardi and Alhamdan (2022).	Journal of Philanthropy and Marketing. WILEY	UK	Twitter and Instagram.	to identify social media analytics for NPM.	Qualitative	0
24	Bernritter et al. (2016)	Journal of Interactive Marketing. Elsevier	Netherlands	Students of a Dutch university	to assess why nonprofits are easier to endorse on social media and to assess the roles of brand symbolism.	Quantitative	169
25	Cazorla Milla et al. (2017)	International Journal of Applied Business and Economic Research. Serials Publications	UAE	The youth NPO called AIESEC in Latvia.	to assess adopting social media for nonprofits as a main marketing tool	Qualitative	5
26	Jiang et al. (2016)	Public Relations Review. Elsevier Inc.	USA	In-house senior communication managers from top-tier corporations and nonprofits based in the United States.	to examine how communication executives and managers evaluate social media engagement	Qualitative	107
27	Laurett and Ferreira (2018)	International Society for Third-Sector Research. Springer	Portugal	Scientific articles (published between 1981 and 2016)	to review the Strategies of NPOs.	Systematic review	85	Nonprofit Marketing strategy
28	Mato-Santiso et al. (2021)	Public Relations Review. Elsevier	Spain	Articles from 2007 to 2019	to review managing multi-stakeholder relationships in nonprofit organizations through multiple channel	Systematic review	16
29	Liu et al. (2018)	Journal of Business Ethics. Springer	UK	UK-based socially entrepreneurial NPOs	to describe how implementing strategic alliance management practices can help socially entrepreneurial NPOs achieve better social alliance performance.	Quantitative	29
30	Watson et al. (2020)	Journal of Business Research. Elsevier	UK	UK-based consumer-goods businesses and NPOs.	to investigate what works in business-nonprofit collaboration for sustainable innovation	Qualitative (case studies)	34
31	Tuneva (2020)	Journal of Innovative Business and Management. Mednarodno inovativno poslovanje	North Macedonia	senior representatives of organizations	to investigate how marketing concepts and tactics are developed and applied in the nonprofit sector	Qualitative	0
32	Akingbola (2013)	Voluntas. Springer	Canada	study conducted based on resource-based view	to outline a strategic framework for nonprofit human resource management.	Qualitative	189
33	Álvarez-González et al. (2017)	BRQ Business Research Quarterly. Elsevier	Spain	representative sample of Spanish NPOs	to assess the degree to which business-nonprofit collaborations encourage NPO development of an internal marketing strategy.	Quantitative (SEM)	107
34	Chen and Hsu (2013)	The Service Industries Journal. Taylor & Francis	Taiwan	executives listed in the directory of major foundations in Taiwan.	to determine how entrepreneurial behavior and business success are related, and to look into how market orientation affects this relationship.	Quantitative ((hierarchical regression))	107
35	Hume and Leonard (2014)	Public Relations Review. Elsevier Inc.	South Africa	International non-governmental organizations in South Africa	to investigates the strategic management of internal communication within the international non-governmental organization’s framework.	Qualitative (case studies)	77
36	Gazley and Guo (2020)	Nonprofit Management and Leadership. Wiley online library.	Pennsylvania	Nonprofit collaboration research.	to review the content of past empirical studies which published between 1972 and 2015 on nonprofit collaboration.	A systematic review of the literature	53	Nonprofit Marketing Collaboration
37	MacIndoe (2013)	State and Local Government Review. SAGE	Boston	Nonprofit executive directors in Boston	in order to answer the question: What influences the likelihood and degree of nonprofit-government collaboration?	Quantitative	37
38	Sanzo-Pérez and Álvarez-González (2022)	Technovation. Elsevier	Spain	Spanish social enterprises	to determine whether the emergence of partnerships between businesses and NPOs promotes social innovations.	Quantitative	1
39	Stecker (2014)	Journal of Economic Issues. Taylor & Francis Group	USA	Social entrepreneurial principles and activities.	to use social entrepreneurship to transform the nonprofit sector	Conceptual	136	Nonprofit/Social Entrepreneurship
40	Andersson and Self (2014)	International Society for Third-Sector Research. Springer	USA	Nonprofit sectors	to investigate how social entrepreneurship affects nonprofit’s performance	Mixed: Experimental	78
41	Felício et al. (2013)	Journal of Business Research. Elsevier	Portugal	NPOs	to analyzes the roles of social entrepreneurship and transformational leadership in explaining the social value and the organizational performance of nonprofit social organizations.	Quantitative	267
42	Lacerda et al. (2020)	Nonprofit Management and Leadership. Wiley online library	Brazil	Theoretical and empirical studies about entrepreneurial orientation in the nonprofit context.	to identify factors, define entrepreneurial orientation in NPOs.	Systematic literature review	13
43	Becker et al. (2020)	Journal of Nonprofit & Public Sector Marketing. Taylor & Francis	Germany	German NPOs	to create and test a multilevel study design in order to gain a better understanding of public confidence in NPOs and the factors that influence it.	Quantitative	25	Trust in Nonprofit marketing
44	Chapman et al. (2021)	Nonprofit and Voluntary Sector Quarterly. SAGE	Australia	A survey of individuals (18 and older) from 31 different nations	to determine how much public confidence has evolved over time and how much nongovernmental organizations are trusted.	Quantitative	9
45	Hou et al. (2018)	International Review on Public and Nonprofit Marketing. Springer	China	Real nonprofit scandal that took place in China	to determine the roles that cognitive and emotional perceptions play in trust damage, as well as its psychological implications.	Mixed	7
46	Katz (2018)	Journal of Nonprofit & Public Sector Marketing. Taylor & Francis	Israel	NPOs collected from a nationally representative sample.	to explore the relationship between a non-familiarity, credibility, and influence and the likelihood that it will obtain donations.	Quantitative	29
47	Sanzo et al. (2015)	Nonprofit and Voluntary Sector Quarterly. SAGE	Spain	Spanish not-for-profit Organization’s/Spanish foundations	to assess whether a business-nonprofit partnership has consequences that go beyond those related to their usual roles of donor and beneficiary.	Quantitative	78
48	Lin (2021)	Applied Research in Quality of Life. Springer	China	Chinese individuals aged 18 and older	to understand how social capital affects charity giving and volunteering tendencies	Quantitative	9
49	Chapman et al. (2021)	Nonprofit and Voluntary Sector Quarterly. SAGE	Australia	Evidence generated between 1988 and 2020.	to determining whether or not trust is a requirement for charitable contribution.	Systematic review	9
50	Despard (2017)	Nonprofit and Voluntary Sector Quarterly. SAGE	USA	Nonprofit human service organizations	To respond to the query: Can Nonprofit Capacity Be Measured?	Quantitative	71	Nonprofit marketing Performance
51	Greiling and Stötzer (2015)	International Society for Third-Sector Research. Springer	Austria	Austrian NPOs	to investigate stakeholder focused relations of NPOs’	Qualitative	57
52	Lee and Nowell (2015)	American Journal of Evaluation. SAGE	USA	Nonprofit performance measurement.	to analyses the existing nonprofit performance measurement models	Literature review	183
53	Treinta et al. (2020)	Frontiers in Psychology	Brazil	Articles related to performance measurement system on NPOs.	to provide a thorough summary of the NPO performance measurement system.	Literature review	21
54	Prentice (2016)	Nonprofit and Voluntary Sector Quarterly. SAGE	USA	Nonprofit financial health studies and textbooks	to answer “Can accounting metrics be categorized into theoretically comprehensible and practically supported constructs?”	Literature review	124
55	Kato et al. (2018)	International Society for Third-Sector Research. Springer	USA	Measure social benefits and social value	to develop the theoretical framework for Measuring Social Value	Qualitative	28
56	da Costa et al. (2020)	Latin American Business Review. Taylor & Francis	Brazil	Brazilian NPOs	to study dynamic capabilities and organizational performance in the nonprofit sector	Quantitative	3
57	Hommerová and Severová (2019)	Journal of Social Service Research. Taylor & Francis	Czech Republic	NPOs of Czech Republic	to assess fundraising of NPOs	Quantitative	41	Fundraising
58	Lee (2021)	Journal of Nonprofit & Public Sector Marketing. Taylor & Francis	USA	The study used 2012 Sample data, which include detailed financial information	To examines NPM Expenses	Quantitative (Tobit regression)	9
59	Asencio and Sun (2015)	Advances in Social Networking and Online Communities	USA	Highly successful online peer-to-peer fundraising campaign using the Donor Drive® software	To assess Peer-to-peer fundraising Success.	Qualitative (Case study)	0
60	Nah and Saxton (2013)	New media & society. SAGE	USA	The study used Twitter, Facebook, and other data on 100 large US nonprofit organizations.	to investigate the factors that influence organizational adoption and social media use	Quantitative: Multiple Regression	571
61	Kumar and Chakrabarti (2021)	Journal of Nonprofit & Public Sector Marketing. Taylor & Francis	India	148 articles on charity donor behavior and giving behavior	to conduct a thorough literature analysis on the motivations behind charitable giving.	Qualitative	5
62	Modi and Sahi (2022)	Journal of Nonprofit & Public Sector Marketing. Taylor & Francis	India	The study conducted based on survey data gathered from 360 NPOs	to examine how market orientation and internal market orientation affect a nonprofit organization’s ability to acquire funding.	Quantitative((PLS-SEM)	4