Piggybacking strategies for nonprofits: A shared costs approach
通过案例数据和概念基础，研究非营利组织如何通过多元化进入相关盈利项目，利用共享成本补贴其主要使命的亏损。
Abstract This article presents case data and a conceptual foundation for nonprofit piggybacking whereby a nonprofit organization subsidizes its deficit producing primary mission by diversifying into related surplus‐producing ventures. Shared common and joint costs are considered as supply‐side bases for selecting among demand‐side related diversification activities.