Review of Literature:
Partnership Models, Shared Alignment,
Shared Goals, Community Involvement & Connections, Climbing Obstacles, Joint & Event Planning, Social Media Networking Strategy, Motorcycle Group/Nonprofit-Specific Considerations, and Leveraging Policies & Effective Fundraising
Introduction
This literature review covers articles and journals that discuss different benefits to nonprofits maintaining a networking focus, including foundational issues that contribute to a nonprofit’s ability to sustain operations. It includes relevant context for small grassroots organizations, including motorcycle-based riding charity organizations.
Partnership Models
Networking success depends on a nonprofit’s ability to connect organizations at different levels while aligning goals to complement partner functions. Part of partner resource sharing depends on the capacity of offerings in smaller organizations, which are driven by grants and donations. National and local nonprofits face a number of barriers in increasing fundraising levels throughout each year that cannot be faced alone. Financial journalist and economist Bertagnoli (2018) noted that some of these challenges are nested in an unshifting culture around donations. She found that in 2017, 2.1% of gross domestic product was donated to nonprofits despite efforts to increase giving to 3% annually; this was partly due to the number of contributing households staying the same, while the amount given in donations were larger gifts to foundations (as opposed to nonprofits). Sociologist Barman (2002) offered an optimistic framing; while nonprofits might struggle to carve out more donations for themselves in a competitive grant & giving market, nonprofits differentiate themselves from for-profit competitors, which creates a unique value proposition that can attract both partners and donors, if executed appropriately.
What is the proper execution? According to sports and social researchers Feiler, Wicker, and Breuer (2015) sustaining grassroots donors with collaborative networking which centers around their mission, drastically informs the longevity and potential growth for giving and the organizations. While Bertagnoli's (2018) report found that effective solutions stem from deeper relationships that build over time, not in the fundraising moment of crisis. This might take the form of street-level/grassroots marketing to potential donors or telemarketing campaigns, which engages and motivates people directly with their charges. This partnering with local organizations and individuals lessens the pressure of contribution and allows the nonprofit to run with fewer stress points. Economic and Business Ethics researcher Mele (2009) echoed the nonprofit need for networking to focus on partnership, finding that doing so can be a powerful strategy for nonprofits to achieve their goals and increase their impact. Nonprofit analyst Mirabella (2013) explained that this can be supported through curriculum, training, and reporting so all the stakeholders are informed and invested in their cause. Mirrabella's (2013) curricular approach sought to "reframe authority, embrace interdisciplinarity and connections, [... and] a revised accountability to move toward consensus, and end lip service to praxis."
Similarly, there is a call to understand how nonprofits and not-for-profits interact between the public and private sectors, including limitations and potentials of the organizational structure. Sociologists Jensen and Agger (2021) offered that one way for nonprofits to engage more fully is by using different collaborative strategies between charities. This can include things like sharing resources, co-delivering programs, making referrals, joint advocacy, and sharing fundraising efforts for a common goal or cause; these actions should position and engage organizational leadership as equal investors to grassroots stakeholders, deconflicting concerns of unequal commitment between leadership and volunteer providers/donors. Economists Masulis and Reza (2015) found that there is a direct correlation between the organizational CEO's partnership with the company and the amount stakeholders are willing to donate and to what causes.
Shared Alignment of Goals & Mission
Shared goals bring people together to achieve end results that are much larger than initially planned. A method Portnoy suggested using is storytelling. Storytelling is an effective way goals can be displayed through previous actions from one organization to another. (Portnoy, 2012) Finding other organizations with similar goals and shared missions enhances the viability of success. (Johansen, LeRoux, 2013) Even if they don’t share exact goals, non-profit organizations may still find commonalities through interests, values, and stories of overcoming. (Mele, 2009)
Advancing Equality is a shared alignment that many non-profit groups can get behind. (Sanders, 2023) Stancato asserted that local goals bring people together initially to create a mission with unique qualities that can rally support collectively before corporate goals that may have more extensive campaigns or seem more popular should be the focus. (Stancato, 2016) Motorcycle groups are often perceived to have a gruff or harsh demeanor but may have similar charitable goals despite the assumptions often made. (Powell, 2017) It is imperative that nonprofit organizations partner specifically with other organizations that carry similar missions. Faith-based non-profits likely contain similar alignment of goals with organizations that aim to better their communities, in addition to secular goals. (Wulandari, 2023)
CEOs and company boards are often more willing to partner with nonprofits that support an issue that they care about, especially with the shared goal of publicity and connecting with the community. It also helps contribute to the amount and longevity of support from that company. (Masulis, 2015). Finding a middle ground between the visions and missions of different organizations and nonprofits helps develop future achievable goals. It can also be helpful to find specialized areas of expertise within the volunteer population to find additional shared resources that are already available. (Brown, Andersson, 2016) Lastly, another resource for shared alignment can be found through grants for Veteran Nonprofits that are awarded by three prominent organizations: VFW, PVA, and DVA. The leading categories of resource/grant awards go to umbrella benefit categories such as healthcare, education, advocacy, community, recreation, family support, and civic action. (Moore, 2019) Accessing these types of grants is another way to find partners and funding for a nonprofit that shares a charitable mission.
Shared Goals
Reports from both Mirabella (2013) and Agger, Jensen, and Jo (2015) emphasized the significance of sharing resources in the nonprofit sector through networking. By considering evaluation and reporting feedback, organizations can strike a balance between economic approaches and working towards a greater good. Collaborating with the public sector in co-production helps nonprofit organizations overcome constraints and achieve common public and social goals. Together, nonprofits and their partners can create a more effective and sustainable approach to societal challenges.
When it comes to resources, charitable giving in the United States hit a record-breaking $410 billion in 2017, as shared by financial journalist and economist Bertagnoli (2018). However, it’s important to address concerns of public stakeholders and community partners, on how those funds are distributed to ensure they reach where they are most needed. Competition among nonprofit organizations is driven by nonprofits that differentiate themselves, as discussed by sociologist Barman (2002) who also compelled other organizers to assert their uniqueness and superiority, winning over the resources that can help secure relationships.
According to sports and social researchers Feiler, Wicker, and Breuer (2015), non-profit clubs in Germany with a focus on promoting young talent within elite sports tend to receive more donations. They also found those clubs which echoed the importance of social connection, companionship, and conviviality as core values generated higher levels of donations. On the other hand, orientation towards commercial priorities had a negative effect. An economic and business ethics researcher Mele (2009) highlighted the importance of sharing resources in networking. Effective networking should focus on exchanging resources (including information and knowledge) without expecting anything in return.
Community Involvement & Connections
Researchers investigated networking strategies to boost citizen participation, build collaborative partnerships, and improve donor engagement through storytelling. While perspectives differ on best approaches, literature centers around the vital role community connections play in nonprofit success. Increasing citizen participation and voluntarism emerges often. Sociology researcher Fisher (2012) reviewed factors influencing youth political engagement, finding involvement in civic groups and activism during formative years correlates with lifelong community participation. Early volunteering fosters civic skills and networks that support future activism. Political science and public policy researchers Johansen and LeRoux (2013) examined nonprofit networking, demonstrating how outreach to community partners positively impacts advocacy effectiveness. However, political networking is more beneficial for advocacy goals than collaborating with other nonprofits.
An important facet to increase participation in charitable events/causes is through storytelling, expert in nonprofit fundraising/storytelling, Portnoy (2012) reported that storytelling also strengthens community bonds. Compelling stories conveying organizational passion and purpose generate emotional investment. Narratives that resonate with supporters' values and ideals unite people in a shared mission where, at times, fact-based appeals fall short. Fundraising depends on inspirational narratives revealing humanitarian significance. Mastering nonprofit storytelling is underdeveloped and essential. In addition, partnership and networking approaches facilitate community building as well. Sociologist Barman (2002) supported these findings when they studied the strategic responses of nonprofits to competition, differentiating between monopoly and crowded markets. With monopoly power, conforming to institutional norms suffices. But competition requires differentiation by proposing a uniqueness to donors. Nonprofits must strategically position themselves within complex alliance networks. (Provan et al, 2005) because coalition-building for collective impact harnesses collaborative advantage (Wei-Skillern & Silver, 2013)
Research indicated that effective engagement by charities requires a strategic approach which encompasses local insights and priorities, well-defined volunteer roles, robust partnerships, grassroots fundraising initiatives, and transparent communication. (Feiler, Wicker & Breuer, 2012) The concept of community engagement in charitable organizations suggests a multilateral approach to integrating the insights and priorities of the populations served into program development. (Feiler et al, 2012)
Stancato (2012) indicated the importance of conducting regular check-ups to make sure that the services provided met the needs of the community. He advocated for the establishment of advisory panels, empowering residents to influence organizational decisions. Stancato (2012) also emphasized the significance of structured volunteer programs that clearly define roles and responsibilities, noting that well-defined volunteer roles are instrumental in enhancing retention rates. The contribution of individual efforts and partnerships in building organizational capacity receives significant attention.
Resource consumption researchers and sociologists Jensen and Agger (2021) discussed the mutual benefits arising from collaborations with local businesses. Similarly, ethics researcher Melé (2009) explored the advantages of partnering with educational institutions. These perspectives aligned with Business sustainability researcher Wulandari's (2021) findings, which identified the sharing of resources and coordinated service delivery among nonprofits as crucial for achieving broader impact. Feiler et al. (2012) dug deeper into the effectiveness of fundraising events geared toward local resource mobilization; they suggested that these events have the ability to fulfill dual roles: generating funds and engaging the community. In addition, Feiler et al. (2012) supported grassroots fundraising, particularly advocating for the potential of micro-donation strategies. The significance of strategic communication is another recurring theme. Jensen and Agger (2021) endorsed the use of social media as a tool for outreach and engagement, a viewpoint that aligned with Feiler et al (2012) emphasized on the utility of local media in elevating the profiles of charitable organizations. Both sources agreed on the importance of transparent communication, with Jensen and Agger (2021) having discussed openness about organizational challenges and achievements as crucial to achieve trust.
The collective insights highlight several key connections. Firstly, the importance of governance and accountability in managing relationships between non-profit organizations (and entities like governments and corporate donors) is a recurring theme, as seen in the works of Masulis and Reza (2015) and Tweedie (2016). Secondly, the challenge of influencing policy while retaining independence, particularly in government partnerships, is a shared focus, notably in the studies by Sanders (2023) and Trætteberg et al (2023). Thirdly, the strategic positioning of nonprofits in their interactions with external entities, balancing formal and informal engagement methods, emerges as a crucial consideration. Lastly, the need for representation and transparency, especially in the context of equality organizations and their role in policy-making, is a recurring emphasis across these diverse yet interconnected pieces of literature. Masulis and Reza (2015), researchers in corporate governance and finance, addressed the issue of agency problems in corporate charitable giving. Their research suggested that such philanthropy is often influenced more by managerial self-interest than by shareholder interests or societal welfare. This finding highlights the critical need for effective governance mechanisms to ensure that charitable activities align with the broader goals of stakeholders and the community.
This theme of governance aligns with Tweedie’s (2016) focus on accountability in not-for-profit organizations, where he emphasizes the importance of transparency and effective accountability mechanisms in building trust within communities to ensure that charitable organizations fulfill their goals. Similarly, Sanders (2023), an economist, researched how the equality non-profit organizations engage with government institutions to influence policy. Sanders revealed the sophisticated strategies used by these organizations, highlighting the delicate balance they maintain in fostering informal relationships with state policy holders while preserving their independence. This balance was crucial for ensuring substantive representation in policy-making, especially in non-profit-government partnerships. This need for independence and strategic positioning is further seen in the work of political scientists Trætteberg, Lindén, and Eimhjellen (2023). They explored the activities of equality organizations in policy-making relationships with sub-state governments, discussing the significance of maintaining a critical voice and autonomy from government influences. Their research also emphasized the importance of utilizing both formal and informal approaches to shape policy-influencing strategies, pointing to the critical role of institutionalism in understanding these dynamics.
Brown et al (2016) emphasized the critical role of human capital in nonprofit organizations, which highlighted the essential contributions of a skilled and committed workforce, including staff, volunteers, and board members. This emphasis on human capital, particularly on the volunteer workforce and their motivations, was further explored by Moore (2019), who discussed how these factors were integral to the success of nonprofit organizations. Regarding financial capital, Brown et al. (2016) pointed out the complexities that nonprofits faced in managing funding relationships, emphasizing the importance of diverse and reliable revenue streams for organizational stability and growth. Complementing this perspective, Moore (2019) examined trends in nonprofit funding, underscoring the need for organizations to adapt to changing funding landscapes. Brown et al. (2016) also addressed the significance of physical assets, including facilities, equipment, and technology, in achieving performance objectives. They argued that the effective utilization of these assets significantly contributed to an organization’s capacity. Adding to this, the role of social capital, encompassing both internal and external relationships, was identified by Brown et al (2016) as vital for securing resources and achieving organizational goals. Moore (2019) expanded on this notion by focusing on the importance of community connections in enhancing volunteer engagement. In delving into management functions, Brown et al (2016) discussed the importance of various managerial aspects such as human relations, internal processes, open systems, and program and service management. They proposed that these functions were crucial for orchestrating resources and achieving organizational objectives. The pivotal role of board leadership in organizational performance was also underscored by Brown et al (2016). They posited that an active and engaged board was indicative of strong organizational capacity and was crucial for strategic decision-making and resource development.
Climbing Obstacles
Sociologists Eckstein, Hustinx, and Lammertyn (2003) examined the locale of what constitutes volunteerism and how it contributes to an organization’s networking capacity. Eckstein described the uniquely American experience of individualism, and the daunting effect individual drive has on organizations seeking to further involve community members. On the other hand, Hustinx and Lammertyn noted that volunteerism changes with modernization. The two schools of thought go hand-in-hand with the obstacles of a time; as communities and society change, the ideology of how community work actualizes tends to shift towards negotiating those barriers. These schools of thought also examine how we change as a society when volunteerism becomes reflexive as opposed to collective. “Nowadays, willingness to participate in volunteering seems to be more dependent on personal interests[...]” (Hustinx & Lammertyn, 2003) Along with volunteering, charities must have a solid plan and drive the idea to embody their roles, communication, and initiatives.
The creation of non-profit organizations typically orbits a starting point of funding, with the goal of receiving benefits and donations. Many organizations have trouble composing reports, allocating funds, resources, and so forth. (Johansen, LeRoux, 2013) Because of this, it is crucial that organizations make an effort to attract donors and networking partners, they should also be forthcoming on where funds originate and how those funds will be distributed in communities.
Joint & Event Planning
Publicized charity events attract the most engagement from donors, which means those events are a powerful tool to focus and align networked organizations toward success. Fieler, Wicker & Breuer (2014), researchers at Johns Hopkins University, presented the sequence of proper event planning, which starts with selecting the right venue to determine an event budget. In the planning stage, it is also necessary for nonprofits to communicate with new and former sponsors to ensure that events are not all out-of-pocket expenses. Communication with past donors demonstrates consistency and accountability within the charity and helps gain recurring donors. Next, it is essential for the hosting organizations to effectively market the event to get the most engagement from the target audience as possible.
Although planning is essential to success, it is also important to differentiate each charity from others, especially other similar charities. Barman (2002) of the University of Chicago explained that “Differentiation occurs when nonprofits work to convince other actors that they, rather than their competitors, deserve resources.” Differentiation in a non-profit and in a nonprofit marketing strategy are other keys to attracting partners and collaborators for charity and nonprofit events.
Rallies and rides for a cause are often the most straightforward charity events that a motorcycle organization can host. As written by Maxwell (1998) of Montclair State University, rallies are formed by the “structural and symbolic components of a motorcycle organization.” These events carry more impact by drawing more people– and are also a great opportunity to host the event in collaboration with other motorcycle organizations. Joint planning helps open doors to new donors by interacting with organizations that boast of a different donor base. Oftentimes, this is the best form of growth and can have a big impact on the charity’s publicity and financial sustainability.
Social Media Networking Strategy
Sociologist Barman (2002) asserted that, in the realm of networking on social media, nonprofit organizations often strive to differentiate themselves from their competitors and stand out in the digital landscape. Because of this, it’s even more imperative that nonprofits use the tactics that connect people with current events in their communities. Moore, et al. (2019) stressed that nonprofits found benefit in campaigns which highlighted the successes of the previous year with graphics & photos, narrative description of impact. Infographics are also compelling, and should include metrics on number of people served, number of members, packages/benefits delivered, and volunteer hours worked, emphasizing two or three key programs. There is additional benefit in the organization’s adaptation and modernization; both come into play within many group organizations, so should the outlook on how volunteerism is reflected and represented online. Online campaigns for networking and volunteers reinforce each other. When volunteers are excited about an opportunity, news about the charity itself spreads and excites other organizations to network. (Hustinx & Lammertyn, 2003) Child & youth psychologist Fisher (2012) asserted that for organizations to leverage their stakeholders, they must understand that future leaders are currently youth; this means social media plays a large part in how youth get involved with activism and how parties can also get the attention needed with youth participation. This might include the modern need to pivot platforms as newer and trendier technology and applications become available, and leveraging youth and young adult volunteers, whose experiences can communicate an organization in touch with cross-generational needs. (Fisher, 2012)
Motorcycle Group/Nonprofit-Specific Considerations
In Motorcyclists and Communities in Post-industrial Urban America, author and social anthropology professor Maxwell (1998) of Montclair State University discussed how the motorcyclist/biker community is far more affluent than many assume. He further examined how a sizable population of Americans are motorcyclists. The history of motorcyclists is often impacted by riders, non-riders, and the stereotypes associated with the lifestyle. Even within outlaw and non-outlaw groups, there continues a breakdown of historical categories such as dressers, rubs, and other titles that establish a sense of organization and community. (Schouten,1995)
Regarding charity and nonprofit organizations, motorcyclists are able to access parts of the world that many people of fixed socioeconomic status do not see. Motorcyclists across all socioeconomic classes can access communities faced with needs that more affluent individuals may be unaware of or closed off from. (Powell, 2017) Bikers are not to be underestimated in the amount of charitable donations they can obtain; in a reported story, a motorcycle club raised twenty thousand dollars for a children’s hospital. (Stancato, 2016) This demonstrates that even less conventional nonprofits have the ability to network and leverage community resources to partner with larger organizations and corporations.
Leveraging Policies & Effective Fundraising
As stated by Portnoy (2012) founder of Portnoy Media Group, a great leveraging tactic that leads into effective joint fundraising is the ability to tell stories. He wrote that it is more important to tell a great story of the charitable cause than the charitable cause itself. Getting a nonprofit’s story out is the most important step in encouraging groups and individuals to donate to a cause. It is also important to note that personal tax rate increases have been predicted to have no effect on charitable giving. Economists Masulis & Reza (2015) revealed that changes in individual economic standings will not change the donors' donation amounts.
As the people who determine how funds are allocated, organizational managers hold the donating power of companies and businesses. Organizations should diversify their charitable lending, which allows leverage to be placed on a company as the charity helps them diversify. Brown, Andersson, & Jo (2016) explained that reporting information back to the donors helped secure recurring donations. Nonprofits should state relevant details with the partner which indicate the direct effect(s) of their donations, and how their funds truly impact the cause. However, author Tweedie (2016) cautioned the reader; it is imperative to note that too many unnecessary details in the report can negatively impact the personal feeling of the post donation individual report.
Conclusion
In summary, it’s essential for networking-focused nonprofits to build strong relationships over time instead of fundraising solely during crises or yearly campaigns. The key behavior that determines success is sustained collaboration with local organizations and individuals who share similar goals. By working together, nonprofits can relieve the pressure of economic flex and increase the impact of their shared efforts. Common-ground stories can rally additional audiences or support and pave the way for authentic and sustained partnerships. Corporations are more likely to collaborate with small nonprofits on special events and campaigns when there's a shared issue and opportunity for community engagement. Sharing expertise is crucial for future success. Collaboration between organizations and the public sector is essential for overcoming societal challenges and achieving common goals, so it’s also vital for nonprofits to address concerns on effective distribution of charitable funds with consistent reporting, ensuring most funds are directed where they are most needed and grants can be justified. Essentially, nonprofits are empowered to initiate sustainable and accountable networking practices with partner organizations because nonprofits determine the capacity of partnership with their available resources.