Strategic philanthropy: A longitudinal analysis among proactive decision-makers

This chapter takes a longitudinal approach to investigate the relationship between control systems, competences, training, and the perception of the evolution of strategic philanthropy over time in a sample of Italian Foundations of Banking Origins. The data was collected in two waves over a six-year period through surveys conducted among decision-makers of the foundations. The findings consistently indicate a positive and significant correlation between the gradual implementation of planning and control mechanisms and the board members’ perception of strategic philanthropy within the foundations. Furthermore, board members with specialized managerial and financial skills, along with those who have undergone targeted training programs, are more inclined to recognize advancements in strategic philanthropy. Additional analysis reveals that when a governance transition occurs, such as the replacement of the former president with a new one, the correlation between the utilization of planning and control mechanisms and the perception of philanthropy turns negative. This finding reaffirms the influential role of the chairperson in Italian Foundations of Banking Origins, highlighting their significant leadership impact.