The Relationship between Public Relations and Marketing in the Nonprofit Sector: The Case of Hamilton Health Sciences and Hamilton Health Sciences Foundation

Abstract

This case study examines, from the perspective of the non-profit sector, the long-standing turf war between public relations and marketing. The researcher evaluated perceptions about different functional roles and organizational models in the relationship between (1) public relations practitioners working for a large health care organization in Ontario, and (2) marketing staff working for a separate and distinct foundation that raises money for the health care organization. Interviews with three key leaders were conducted and both archival records and relevant documents were reviewed. The results showed that while tension is felt and disagreements occur, leaders from both groups agreed that compromise and cooperation are vital to the organization's success. The CEO of the health care organization believed that the best way to avoid or at least minimize rivalries is to have controls in place to manage their relationship – controls such as formal charters.