Corporate Philanthropy

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Now showing 1 - 5 of 5
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    I give at the office: A review of workplace giving research, theory, and practice
    (Wiley, 2019-02) Shaker, Genevieve G.; Christensen, Robert K.; Lilly Family School of Philanthropy
    Workplace giving is a widely used philanthropic tool. Although it may have great unmet potential, it is also facing a number of challenges, including competition from informal crowdfunding campaigns. In the face of such challenges, we take stock of the extant research to better understand the value and future of workplace giving, emphasizing employee actions and preferences in our review. Workplace giving studies can also augment knowledge about contextual giving or bounded settings for exploring basic philanthropic questions (e.g., donor control or gift elasticity). We use a three‐part conceptual framework to synthesize and discuss research on individual workplace giving in the context of broader giving behaviors. We address what researchers know, do not know, and need to know on the topic of workplace giving.
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    Different Drivers: Exploring Employee Involvement in Corporate Philanthropy
    (Springer, 2018) Breeze, Beth; Wiepking, Pamala; Lilly Family School of Philanthropy
    Corporate Philanthropy (CP) is multi-dimensional, differs between sectors and involves both individual and organisational decision-making to achieve business and social goals. However, the CP literature characteristically focuses on strategic decisions made by business leaders and ignores the role of employees, especially those in lower status and lower paid positions. To redress this imbalance, we conducted a qualitative study of employees’ involvement in CP processes in ten workplaces in the South East of England to identify whether and how they are involved in CP decision-making and to capture their perspective on the nature of CP and the benefits generated by such activities. We specifically chose to study workplaces where employees are involved in the actual execution of the CP strategy, prioritising companies with a visible presence on the high street. The results illustrate the benefits of involving employees in CP decision-making, which we argue derives in part from the ‘liminal-like states’ that typify CP activities organised by shop floor staff, involving the temporary overturning of hierarchies, humanising of workplaces and opportunities for lower level staff to prioritise their personal philanthropic preferences and signal their charitable identity to colleagues and customers. Whilst the data also suggest that CP decision-making remains predominantly top-down and driven by profit-oriented goals, we conclude that employees should be involved in choosing charitable causes as well as in designing and implementing workplace fundraising, in order to maximise the advantages of CP for the company and for wider society.
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    Executive Summary: Giving Beyond Borders: A Study of Global Giving by U.S. Corporations
    (2013-10) Osili, Una; Kou, Xiaonan
    Companies increasingly expand their philanthropic initiatives globally, opening many questions for practitioners and researchers. How do companies donate across borders? What factors influence their philanthropic decision-making? What attributes do companies look for in a nonprofit partner? In which areas do companies seek improvement in the future? This study provides insights into these questions by analyzing the data obtained from secondary databases, a web-based survey of a select group of Fortune 500 firms, and interviews with four large U.S. companies. A total of 59 companies took part in the survey, representing the various sizes and industries of Fortune 500 firms.
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    Corporate Philanthropy: The Age of Integration
    (2007-05) IU Lilly Family School of Philanthropy
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    Next Generation Workplace Campaigns
    (2010) IU Lilly Family School of Philanthropy