Suchergebnisse

Nonprofit organizations, their consultants, and researchers have well-developed ideas about how to evaluate service provision. Yet researchers seem to know much less about how to evaluate their policy campaigning. Perhaps this is not surprising. Because typical campaigning situations are complex, and because "consumer" constituencies are hard to identify and may typically be in mutual conflict, the relationship between activity and impact in campaign management is uncertain. This article develops an approach to the problem by concentrating on the evaluation of strategy rather than of impact directly. It combines policy analysis, norm and convention analysis, and economic analysis of efficiency. The central innovation, however, is to apply game theory to appraise the effectiveness of campaign strategies. A worked example of the approach is given.