The Impact of Social Media Strategies of Non-Profit Organizations on Covid-19 Donation Intention in Indonesia

Introduction: When a disaster strikes, non-profit organizations working in the field of donations will be beneficial, as their role is to raise funds and direct them toward disaster recovery. A large number of internet and social media users in Indonesia provides opportunities for non-profit organizations to use social media strategies in fundraising promotions. Therefore, this study examined the relationship between non-profit organization strategies on social media such as interactivity and disclosure, as well as transaction safety in influencing the intention to donate in the Covid-19 case in Indonesia. The non-profit organization in this study was a non-profit organization that raised funds through social media for Covid-19 assistance. Social media in this study was not specific to one platform, but to Instagram and Facebook users who know the non-profit organization.Methods: The study was conducted on Indonesians who have social media accounts and know about the social media of non-profit organizations that were raising funds for Covid-19.Findings: The study found that interactivity, disclosure, and transaction safety influenced the intention to donate through trust mediation. However, these factors have no direct impact on donation intention. Therefore, trust is an important factor in implementing social media strategies for non-profit organizations because it is the full mediator in this case.Originality: This study was novel in that it examined the effect of social media strategy on intention to donate, taking into account the perception of payment safety, specifically for the promotion of Covid-19 fundraising through social media by non-profit organizations in Indonesia

Engaging successors in family businesses:case studies in Finland and Thailand

Abstract The intention to pass the control of the business to the next generation (i.e. intrafamily succession) is an important difference between family and nonfamily firms (Chua, Chrisman, & Sharma, 1999). Managing succession is one of the biggest problems faced by family businesses globally (Halkias et al., 2010). Fewer than one in three family businesses survive to the second generation, and less than one in twenty to the third generation. The future of family business is highly dependent on whether family business leaders find competent successors who are willing to take over their business. Interestingly, previous studies indicate that next-generation family members are often not necessarily interested in joining the family business (Zellweger, 2017). Given the ageing population and many family business leaders’ desire to retire and transfer their business to the members of the next generation, the low intention of the potential successors to continue the family business poses a huge challenge — not only for the family businesses but also for the economy (Garcia et al., 2019)