Handbook of Research on Nonprofit Economics and Management

Handbook of Research on Nonprofit Economics and Management

Elgar original reference

Edited by Bruce A. Seaman and Dennis R. Young

Nonprofit organizations are arguably the fastest growing and most dynamic part of modern market economies in democratic countries. This Handbook explores the frontiers of knowledge at the intersection of economics and the management of these entities. The authors review the role, structure and behavior of private, nonprofit organizations as economic units and their participation in markets and systems of public service delivery, assess the implications of this knowledge for the efficient management of nonprofit organizations and the formulation of effective public policy, and identify cutting edge questions for future research.

Chapter 10: Pricing Strategies

Bruce A. Seaman

Subjects: business and management, public management, social entrepreneurship, economics and finance, industrial economics, politics and public policy, public administration and management, public policy


Bruce A. Seaman Introduction While nonprofit organizations have more complex objectives than merely maximizing profit, and rely upon mixed revenue sources beyond earned income, pricing strategies are important for at least significant subsets of such organizations. In particular, nonprofit hospitals, nursing homes and other health care providers, performing arts organizations, nonprofit and academic journal publishers, and colleges and universities price their services and engage in increasingly complex strategies, while museums and social service organizations frequently debate the merits of charging prices of any kind. Some nonprofits, especially those engaged in the delivery of social and emergency services such as the Red Cross, CARE and the Salvation Army would frequently find the charging of positive prices antithetical to their very purpose, although this too depends on the specific products and services, and sometimes the cultural setting, e.g. the American Red Cross charges for blood products from its blood centers (Jacobs and Wilder, 1984), and food banks in Europe charge positive prices while similar institutions in the USA do not. This chapter explores the pricing strategies employed in these distinctly different segments of the nonprofit sector, with an emphasis on better understanding the roles played by demand, capacity constraints and congestion, cost and cost uncertainty, subsidies, competitive versus market power considerations, complex objective functions, and the forces of tradition versus innovation. How these factors affect prices in the nonprofit versus the for-profit sectors, and whether the adoption of various pricing strategies is fundamentally different in the two sectors, is also addressed briefly,...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information