The role of organizational culture, capabilities, and adoption of e-marketing on nonprofits' organizational performance

Nonprofit organizations are facing increasing challenges to survival and mission accomplishment in a market economy. Thus, many nonprofit organizations are actively exploring how to enhance organizational performance through Internet and communication technologies in the digital era. The relationship between e-marketing adoption and organizational performance of for-profit companies has been studied intensively. However, this relationship has not been examined in the nonprofit context. The objectives of this study are to investigate factors promoting the adoption of e-marketing and the latter's effect on the performance of nonprofits. This paper surveyed 54 nonprofits and used partial least squares structural equation modeling (PLS-SEM) to test the research hypotheses grounded in resource dependence theory and e-marketing orientation. Results indicated that top management's attitudinal emphasis on e-marketing does not lead to e-marketing adoption. Differs from for-profit companies, nonprofits' e-marketing adoption is mainly related to planning and implementation capabilities. Moreover, although planning strongly influences e-marketing adoption, implementation capabilities play a crucial role in a performance-driven adoption. Hence, if e-marketing is adopted without sufficient manpower and skills, organizational performance will not be enhanced even with adequate e-marketing budget.