Gordon Liu

TL;DR: In this paper, the authors examined third-sector organizations that have transformed their traditional business model to become more business-like social enterprises and how these marketing capabilities influenced the success of this transformation in both the UK and Japan.

TL;DR: In this paper, the authors investigated the factors that explain how firms and non-profits choose their potential partners in the development of their cause-related marketing (CRM) strategy and found that each party has specific preferences when choosing the particular CRM implementation strategies in different situations.

TL;DR: In this paper, the authors investigate the learning mechanisms through which social enterprises develop a marketing capability to deploy their resources in the marketplace as the drivers of competitive advantage in their commercial practice and identify the critical process of organizational learning for social enterprise is to transfer the experience into organization-specific knowledge under the social aspects of constraints.

TL;DR: In this article, the authors investigate the extent of employee involvement in cause-related marketing campaigns and the perceived benefits of doing so, and find that the extent and nature of employee participation varies significantly across firms; larger campaigns tend to be managed centrally with relatively less employee participation than smaller ones.

TL;DR: In this paper, the mediating roles of market effectiveness and consumer satisfaction in both the social and commercial domains with regard to SO effects on performance, as well as how performance in one aspect of practice positively moderates the impact of SO behavior in another.