Four lessons learned: Employees' perceptions of fundraising via reward‐based crowdfunding

Abstract

AbstractAn innovative way to support cultural institutions is through reward‐based crowdfunding, an online funding mechanism for a specific project, which offers donors a reward for their donation. We explored employees' perceptions of crowdfunding and focused on the question: “How do employees of cultural institutions running a crowdfunding campaign perceive the use of crowdfunding to collect funds?” To answer this question, we focus on interpretive research using semi‐structured interviews (n = 15) among Dutch cultural institutions' employees responsible for running the crowdfunding. We used earlier findings on psychological ownership to structure the interviews. Psychological ownership is the feeling that the project has become an employee's extension, and previous research linked it to success on the work floor. Our findings claim four lessons. First, crowdfunding is a full‐time job and not an extra activity. Second, crowdfunding differs from traditional fundraising: it contains specific content‐related tasks they do not perform as fundraisers. Third, crowdfunding asks for teamwork. While autonomy is valued, one employee should not be responsible for the campaign. Fourth, crowdfunding does not come naturally to all cultural institutions. This research provides a basis for further specification of crowdfunding and its implementation in the cultural sector.