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Strategic Positioning in UK Charities that Provide Public Services: Implications of a New Integrating Model

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  • Celine Chew
  • Stephen P. Osborne

Abstract

This article explores the implications of a proposed model that integrates the multi-dimensional factors influencing strategic positioning in charities that provide public services. It argues that the existing commercial marketing/strategy interpretations of strategic positioning, such as positioning motives, strategic positioning process and the marketing role in positioning, have limitations when applied to non-profit organizations, such as charities.

Suggested Citation

  • Celine Chew & Stephen P. Osborne, 2008. "Strategic Positioning in UK Charities that Provide Public Services: Implications of a New Integrating Model," Public Money & Management, Taylor & Francis Journals, vol. 28(5), pages 283-290, October.
    • Handle: RePEc:taf:pubmmg:v:28:y:2008:i:5:p:283-290
    DOI: 10.1111/j.1467-9302.2008.00657.x
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    References listed on IDEAS

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    1. Rebecca Henderson & Will Mitchell, 1997. "The Interactions Of Organizational And Competitive Influences On Strategy And Performance," Strategic Management Journal, Wiley Blackwell, vol. 18(S1), pages 5-14, July.
    2. Celine Chew, 2006. "Positioning and its strategic relevance," Public Management Review, Taylor & Francis Journals, vol. 8(2), pages 333-350, June.
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    Cited by:

    1. Madureira Simaens, Ana, 2015. "Responding to complexity : A systems approach to strategy and interorganizational networks in the context of third sector organizations," Other publications TiSEM 84077bdb-a62a-478f-ba4e-4, Tilburg University, School of Economics and Management.

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