Charity Retailing in the United Kingdom: A Managerial Capabilities Perspective

Abstract

Nonprofit organizations are venturing into commercial activities due to the intense competition for the limited government funds and declining availability of donor funds for third‐sector organizations that address social problems. Charity retailing, a popular choice of commercial activity for nonprofit organization, has filled vacant premises in the high streets of the small towns and suburbs of large cities in the nited ingdom. Successful charity retail operation requires distinctive capabilities necessary to manage organizations' resources in commercial environment. Using 60 in‐depth elite interviews, we introduce the concept of managerial capabilities for charity retailing. Research propositions and management implications are discussed.

Notes

3. The Association of Charity Shops changed its name to the Charity Retail Association following consultation with its members in 2010.

4. *Correction added on 11 February 2014 after first online publication: Text has been corrected from “human capital” to “social capital”.

Additional information

Notes on contributors

Gordon Liu

Gordon Liu is senior lecturer in entrepreneurship at the Bournemouth University, The Business School.

Wai‐wai Ko

Wai‐Wai Ko is lecturer in strategic entrepreneurship at the Brunel Business School, Brunel University.