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PurposeThe purpose of this paper is to add to a better understanding of relationship of corporate social responsibility (CSR) and corporate philanthropy. The authors argue that corporate philanthropy is exclusive to CSR because of their different characteristics.Design/methodology/approachThis paper is based on a profound literature review and discusses the relationship of CSR and corporate philanthropy from a theoretical point of view. By conceptually combining the CSR pyramid and the triple bottom line approach, the authors show that corporate philanthropy has a special role outside of the classical CSR concept.FindingsFour fundaments of corporate philanthropy – economic, motivational, creative and moral – are described that illustrate the importance and outstanding role of corporate philanthropy for today's businesses. Based on these, the authors formulate three new forms of corporate giving, volunteering and foundations, which the authors subsume under the novel notion of "exclusive corporate philanthropy".Research limitations/implicationsThe main contribution of this paper for future research is to regard corporate philanthropy as exclusive to CSR. Future studies might, therefore, consider the different characteristics of corporate philanthropy and engage in an empirical investigation of this new type.Practical implicationsThe model of exclusive corporate philanthropy presented in this paper provides practitioners with a better understanding of how corporate philanthropy can be rolled out today.Originality/valueThis paper offers a new perspective on the relationship of CSR and corporate philanthropy. Based on the economic, motivational, creative and moral characteristics of corporate philanthropy, the authors establish a clear distinction between the two concepts.

Chapter 1. Introduction -- Chapter 2. Challenges in Corporate Foundation Governance -- Chapter 3. Strategic in What Sense? Corporate Foundation Models in Terms of their Institutional Independence and Closeness to Core Business -- Chapter 4. Families, Firms and Philanthropy: Shareholder Foundation Responses to Competing Goals -- Chapter 5. Corporate Foundations in Europe -- Chapter 6. Corporate Foundations in the United States -- Chapter 7. Do Chinese Corporate Foundations Enhance Civil Society? -- Chapter 8. Corporate Foundations in Russia: Overview of the Sector -- Chapter 9. Corporate Foundations in Latin America -- Chapter 10. Outsourcing of Corporate Giving: What Corporations Can('t) Gain When Using a Collective Corporate Foundation to Shape Corporate Philanthropy -- Chapter 11. The Social Impact of Corporate Citizenship Programs on their Beneficiaries and Society at Large: a Case Study -- Chapter 12. "Capturing People's Hearts, Hands and Wallets": Corporate Foundations as a Vehicle for Promoting Volunteering -- Chapter 13. Revisiting the Political Nature of Corporate Philanthropic Foundations – the Case of Sweden -- Chapter 14. Non-profit Organizations' views on what Corporate Foundations are -- Chapter 15. Discussion and Conclusion

The COVID-19 pandemic has led to a huge wave of compassion. In particular, online volunteering platforms established channeling help for high-risk groups. It is unclear under which conditions volunteers were satisfied with their COVID-19 volunteering mediated by these platforms and whether they will continue their engagement after the crisis. Therefore, and considering personal susceptibility to COVID-19 infection, this study analyzes the effects of different platform support for volunteers and the fulfillment of volunteers' motives. The study is based on an online survey of a sample of 565 volunteers who registered at and were placed by a Swiss online platform. Fulfillment of distinct volunteer motives and platform support drive COVID-19 volunteering satisfaction. Moreover, motive fulfillment and platform-related support indirectly impact willingness to volunteer long-term via volunteering satisfaction. Finally, the empirical results show that motive fulfillment and the effect of platform support are contingent on perceived susceptibility to infection.

AbstractNonprofit organizations (NPOs) have increasingly adopted business‐like practices as a response to institutional pressures. Some researchers argue that this development leads to mission drift, whereas others find a positive effect on organizational performance. However, the institutional pressures responsible for shaping the nonprofit sector have remained hard to distinguish from each other. This study explores the consequences of mimetic, normative, and coercive pressures, and looks at how they affect managerialism, organizational performance, and mission drift. We link these concepts through a structural equation model based on survey data and find that one aspect of managerialism, strategic behavior, is a key construct in influencing the response to isomorphic pressures and can positively affect organizational performance while holding off‐mission drift. Normative isomorphism even has a direct positive effect on organizational performance. Mission drift can take place when organizations are under coercive pressure without having strategies or internal processes in place. These findings imply that organizations should invest in their strategy and the professional development of their staff to increase organizational performance and avoid mission drift.

This paper investigates the effects of co-production on satisfaction with public service organizations (PSOs) in a day-care setting. Based on a survey of parents from Germany, this paper validates the effects of economic, political, and social participation on satisfaction and considers the level of information, person-organization fit, and structural quality as mediating variables. Mediation analysis shows significant and positive indirect effects of political and social co-production on satisfaction. In contrast, economic co-production has no effect on client satisfaction. Based on the findings and the study's limitations, this paper delineates practical implications and avenues for future research.XXX ; + ID der Publikation: hslu_73612 + Art des Beitrages: Wissenschaftliche Medien + Sprache: Englisch + Letzte Aktualisierung: 2020-03-31 12:09:30 + Publisher's Statement: This article has been accepted for publication in Public Management Review, published by Taylor & Francis."