Coopetition, Fundraising Effectiveness, and Social Performance: The Conditional Role of Executional Capability in Pakistani Nonprofits

Abstract

Nonprofit organizations often collaborate with peers that also compete for grants, knowledge, visibility, and participation in funded projects. This study examines whether coopetition is associated with social performance through fundraising effectiveness and whether executional capability conditions the fundraising effectiveness-social performance association. Survey data from 418 Pakistani nonprofit organizations were analysed using robust confirmatory factor analysis, hierarchical regression with HC3 standard errors, simple-slopes and Johnson–Neyman analyses and bootstrapped second-stage moderated mediation. Coopetition was positively associated with fundraising effectiveness. The fundraising effectiveness–social performance association was positive when executional capability was low, statistically nonsignificant at its mean, and negative when executional capability was high; the conditional indirect association followed the same pattern. The findings indicate that coopetition can be associated with higher fundraising effectiveness without uniformly corresponding to stronger social performance. It further suggests that executional capability, operationalized through knowledge-protection routines, may constrain resource conversion when implementation depends on continued information exchange and coordination. The study contributes by separating resource acquisition from resource use and by identifying executional capability as a boundary condition in nonprofit resource conversion.

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