Nonprofit brand strength is conceptualized as the degree to which a nonprofit brand is well known to a target group, is perceived favorably by a target group, and is perceived to be remarkable by a target group. Hence, the authors conceptualize nonprofit brand strength as a priori having three dimensions: familiarity, remarkability, and attitude. The authors report the development of a nonprofit brand strength scale, using a series of charity brands, in three separate studies, supporting the scale’s reliability and validity. The scale’s ability to differentiate charities based on their respective nonprofit brand strength levels is demonstrated. Moreover, nonprofit brand strength is shown to be antecedent to a target group’s affective dispositions and behavioral intentions toward the nonprofit brand.

Social movements provide a vital lens for assessing visions of the public good. Social movement (SM) theory explains the motives and structures of movement activity. Emerging in the 1960s, theories that remain relevant to this day include resource mobilization theory, framing, and political opportunity. Despite the prominence of these theories, several critiques of SM theory have emerged. Newer theories such as cognitive liberation and collective identity extend the scope of SM analysis and also focus on internal aspects of movement activity. Latin America, as one of the new sites of analysis, has received much attention from a wide range of SM theories. Yet, the Caribbean, in particular, the Anglophone Caribbean has received little attention. This paper will place both original and newer theories within the context of the Anglophone Caribbean. Specifically, SM theory will be applied to the Bahamian women’s suffrage movement of 1948–1967. The paper will also explain the historical roots of Bahamian culture as a way to explain movement activity and development.

The United Nations Education, Scientific and Cultural Organization estimates that over 40 million girls worldwide are not being given the same opportunity to attend primary schools as boys. The World Academy for the Future of Women (WAFW) leadership preparation program for young women is working to change that statistic and many others regarding the inclusion of women in global society. A survey was conducted to ascertain the knowledge, perceptions, and opinions of the participants who are university students from various schools of study at the university who demonstrate leadership qualities and the facilitators who deliver the leadership content, concerning the WAFW. A key component of the Academy is the eight modules of study which seeks to meet the United Nations Millennium Development Goals (UNMDG). The intent of our study was to gather initial data on the value of the Academy. The majority (93 % of respondents) of the responses indicate knowledge of the vision, mission, and goals of the WAFW. The responses overall indicate value in continuing the WAFW; 93 % of the respondents knew and believed in the oath they had taken; after completing the modules, almost 88 % of the young women believed that they had inner strength would allow them to be global leaders and that WAFW was critical to being successful women. Similarly, 88 % of the WAFW members understood how to utilize the problem solving skills they learned to generate new strategies and approaches to solve global problems. We believe this research to be significant as it is supported by World Bank research (2016) that says “Empowering women and girls is not only the right thing to do: It’s also smart economics and vital to ending poverty and boosting shared prosperity”—women cannot be empowered if they lack the opportunity for education and leadership knowledge and skills. Without a seat at the global decision making table, gender inequality will remain a global issue.