Group blood donation represents a collective approach to blood donation. The Beijing Municipal Health Commission mandates that district health commissions implement blood donation campaigns and recruitment efforts in accordance with the Beijing Blood Donation Regulations (1). Participants in group blood donation encompass a wide variety of institutions including government agencies, local community offices, healthcare facilities, corporate entities, public institutions, universities, municipal state-owned assets commissions, community organizations, and military units.

At the start of each year, these group entities receive a directive from the Beijing Blood Donation Office entitled “Notification on Ensuring the Annual Voluntary Blood Donation Work”. District health commissions are charged with the responsibility of mobilizing and recruiting group blood donations within their respective jurisdictions. The leadership of these group entities delegates the task of organizing blood donation efforts to designated coordinators within their organizations. These coordinators are responsible for mobilizing and recruiting participants from their respective institutions. Although there is considerable variability in the nature, type, and industry of the group entities, the organizational model for mobilizing donations remains largely consistent.

All blood donation entities throughout the city receive the same mobilization and recruitment document, yet the outcomes in terms of blood donation volumes differ markedly. Identifying the factors that influence the final number of blood donors is critical for understanding the dynamics of recruitment to collection in the blood donation process. This research could potentially enhance the success rate of mobilization for group blood donations and increase blood collection.

The types of entities involved in group blood donations vary, and entities of the same type may exhibit significant differences in their operational contexts. The broader societal context also changes frequently, and factors such as pandemics and public sentiment can negatively impact group blood donation efforts. Nevertheless, some blood donation entities successfully meet their donation targets despite these adverse conditions. The researcher posits that certain core factors underpin the success of group blood donations. Identifying these key factors is vital for ensuring the smooth completion of group blood donation activities.

Brewer (22) argues that there is a foundational unity in two key aspects despite significant diversity in research content and methodologies across various disciplines within the social sciences. First, these disciplines converge on a shared theme involving the social attributes of culture, markets, and governance. Consequently, the methodologies employed may vary, with each emphasizing different facets of these attributes. Second, these fields are united by common public values that stem from this shared theme. Emphasizing these public values can highlight this fundamental unity.

Currently, the coordination of group blood donation sessions is primarily managed through telephone appointments. As the person overseeing these appointments, the author maintains close communication with coordinators from various organizations, developing a thorough understanding of each group's blood donation patterns. If the number of donors from a particular organization shows a significant deviation from previous years, the author typically inquires about the reasons during the appointment process. Some organizations attribute this change to new leadership that places a stronger emphasis on blood donation initiatives, while others cite enhanced post-donation benefits that have significantly increased volunteer participation. Occasionally, the actual number of blood donors falls short of the scheduled appointments. In such instances, the author consults with the organization's blood donation coordinator to determine the cause, whether it is due to low turnout among registered participants or other factors. Through years of direct interaction with donation coordinators, the author has developed a keen interest in identifying these core factors through a dedicated survey, aiming to promote effective practices that will enable organizations to organize group blood donation activities more successfully.

The process of group blood donation typically unfolds as follows: Initially, an organization receives an official request from the Beijing Blood Donation Office, which seeks coordination for a group blood donation event. In response, the leadership of the organization appoints a staff member to oversee the implementation of this activity. This coordinator is charged with the tasks of mobilizing and recruiting potential donors from within the organization and informing them about the incentives associated with blood donation, such as time off, small gifts, or other benefits. Employees then decide whether to participate, considering their personal circumstances and the information provided. This sequence, which extends from the receipt of the official notice to the actual donation, constitutes the entire workflow of group blood donation. The success of an organization's group blood donation event depends significantly on each step of this process. Despite variations in the types and sizes of these entities, the components that facilitate the organization of blood donations remain consistent. However, a critical question persists: Which step is most pivotal? This study aims to address this question comprehensively. Building on the described workflow, the author has identified four key factors that may influence the success of group blood donations: the level of importance attributed to blood donation by entity leadership, the recruitment capabilities of the coordinator, the incentives provided to donors within the organization, and the participation level of the donors. The study encompasses 100 entities that participated in group blood donation from 2018 to 2024. These entities organized annual group blood donation events, although some suspended their activities for 1–2 years during the COVID-19 pandemic from 2020 to 2022, subsequently resuming their annual activities post-pandemic. A survey was subsequently designed to ask participating organizations to evaluate and rank these four factors, aiming to identify which they perceive as the most critical in influencing the success of group blood donation activities.

Following the assessment of these factors, the researcher investigated the impact of the COVID-19 pandemic on group entities during 2020–2022. The outbreak significantly affected group blood donations, with the degree of impact varying according to local epidemic prevention policies in Beijing, which aimed to minimize mass gatherings. Being a concentrated blood donation activity, group blood donations were particularly affected. Despite these challenges, some entities continued their group blood donation efforts, managing to maintain donation levels despite the pandemic.

Currently, there are over 1,000 registered blood donation organizations in Beijing specializing in group donations. With a decade of experience in coordinating and managing these donations, the author has gained significant firsthand knowledge of the operational practices of various institutions involved. To ensure the accuracy and credibility of this study, the author randomly selected 100 organizations that have consistently organized group blood donations from 2018 to 2024. These organizations demonstrate long-term engagement and have developed mature models for planning and executing their activities. In contrast, some organizations participate in group blood donations only sporadically. Their irregular involvement fails to provide the consistency necessary to develop substantial organizational knowledge. Consequently, these groups cannot offer reliable insights into the primary factors influencing group blood donation. The selected 100 organizations, however, exhibit a high degree of stability and consistency. Their feedback during the research process offers insights that have been tested and validated over time, providing valuable guidance and replicable best practices for other blood donation groups.

Group blood donation appointments are coordinated via telephone, providing the author with ample and flexible opportunities for direct communication with the coordinators from each organization. The survey was conducted between late 2024 and early 2025. It involved interviewing some coordinators during the scheduling of their group donation appointments and others after the completion of their events. All interviews were conducted in a relaxed, informal setting to foster open dialogue. The survey focused exclusively on four key influencing factors and did not collect personal or sensitive information about the coordinators. This approach contributed to an exceptionally high willingness to participate, as no respondents declined to answer. As the coordinators are directly responsible for organizing and managing their organizations' blood donation activities, they possess a deep understanding and practical insights into the four examined factors. Additionally, motivated by a shared objective to enhance group blood donation efforts, respondents were candid and proactive in sharing their experiences and perspectives. The author clearly communicated to all participants that the research was conducted for academic purposes only, aiming to summarize and promote effective practices in group blood donation. To further ensure trust, all data and results related to the participating organizations were treated with strict confidentiality.

Data were gathered through telephone interviews, during which the leadership's prioritization of blood donation efforts, the mobilization and organizational capabilities of the blood donation coordinators, the feedback provided to blood donors within the entity, and the engagement levels of the blood donors were assessed. Entities were requested to rank these four factors in order of importance, with the most critical factor ranked first and so on. The evaluation criteria included the following elements: Leadership's Emphasis on Blood Donation: This encompasses the entity's leadership's attention to and support for blood donation activities, including the provision of time and space priorities and conveniences for the activities, as well as both material and moral incentives offered to blood donors. Mobilization and Organizational Capabilities of the Blood Donation Coordinators: This involves employing various promotional and recruitment strategies, clearly explaining the significance, knowledge, and procedures of blood donation, and timely compilation and organization of registration numbers for blood donation events. Feedback Provided to Blood Donors within the Entity: This includes feedback that blood donors deem acceptable or necessary, such as granting days off post-donation, providing nutritional supplements, or incorporating these contributions as criteria or reference factors in employee evaluations and recognitions. The specifics of the feedback are determined independently by each blood donation entity based on their circumstances. Engagement Levels of Blood Donors: This refers to whether blood donors are well-informed about blood donation, whether they harbor any misconceptions or are influenced by negative information which might lead to a negative attitude toward blood donation, and whether they have the time and physical ability to donate blood. The results of the survey are presented in Table 1.

In the study of 100 entities, participants were asked to rank four key factors concerning their entity's involvement in blood donation: the leadership's prioritization of blood donation, the mobilization and organizational capabilities of the blood donation coordinator, the feedback provided to blood donation participants within the entity, and the engagement levels of blood donors. The findings reveal that 79 entities ranked the prioritization by leadership as the most critical factor influencing their blood donation efforts. This underscores the pivotal role of leadership commitment in the promotion and sustained attention to the blood donation process; where leadership is engaged, the initiative is more likely to be effectively implemented and supported across various departments or branches. Conversely, a lack of leadership commitment could potentially preclude the initiation of blood donation activities, highlighting the central influence of leadership prioritization.

Additionally, 33 entities selected the feedback and incentives provided to blood donors as the second most important factor. These entities offer appropriate compensation and care to their blood-donating employees, fostering a sense of support and motivation. The encouragement provided by these entities is attractive and valued by employees, serving both to assist patients in need and to benefit the donors themselves. It was observed that participation in blood donation could result in several days off, although special rest is not typically necessary after donating blood. The provision of leave and material incentives by the entity not only acknowledges but also encourages the donors' contributions.

Conversely, another 33 entities ranked the incentive feedback as the least important of the four factors, indicating a significant divergence in perspectives. This contrast presents a fascinating phenomenon within the dynamics of group blood donation, suggesting that the role of material incentives remains a topic worthy of further exploration.

Fifty-two entities ranked the engagement levels of blood donors as the third most important factor. While acknowledging the significance of donor participation, these entities consider it less critical compared to the two predominant influencing factors that precede it. Group blood donation, often construed as an organizational behavior, sometimes parallels an administrative action or requirement within an entity. Individuals within an organization are expected to comply with management and support the entity's blood donation initiatives. Although the engagement levels of blood donors in group blood donations are crucial, they are deemed less significant than those of individual donors, due to the organizational nature of group donations, where employees are primarily expected to adhere to the directives of the entity.

Ranked last among key influencing factors is the recruitment and mobilization capability of the blood donation coordinator, selected by 50 entities as the fourth most significant factor. Recruitment and mobilization strategies akin to marketing are more effective for individual blood donors, as some individuals excel in persuading and mobilizing others, often due to personal charisma or a compelling appeal. Such traits make these individuals particularly suitable for recruiting blood donors. However, as discussed earlier, group blood donation is fundamentally an organizational behavior reliant on administrative support. Consequently, the scope for a blood donation coordinator to influence outcomes is limited. Effective mobilization still heavily depends on leadership support and the strength of incentives offered for blood donation. Without these elements, the recruitment capabilities of the blood donation coordinator are considerably constrained.

An in-depth analysis of 79 organizations revealed that leadership emphasis on blood donation is perceived as the most critical factor influencing its success. Among these organizations, 30 identified incentives or rewards for donors as the second most important factor, while 28 ranked it fourth. This distribution is consistent with the pattern observed in Table 1, which encompasses all 100 surveyed organizations, suggesting that strong leadership tends to diminish the relative importance of incentives and rewards. Effective leadership can secure more resources, thereby enhancing the provision of donor rewards and increasing employee participation. Even without additional incentives, group blood donation, being a highly organized collective activity, generally instills a sense of obligation among employees to adhere to leadership directives. Further analysis of 15 organizations that ranked leadership emphasis as the second most important factor offers additional insights. Ten of these organizations considered donor incentives as the most crucial factor, underscoring that the provision of such incentives is ultimately determined by leadership. Three organizations identified donor willingness as the primary factor; however, this becomes less significant under strong leadership directives. The remaining two organizations focused on the competence of the donation coordinator, who is appointed by the leadership. Collectively, these findings underscore the pivotal role of leadership in influencing the outcomes of group blood donation initiatives.

In addition to these primary factors, several other elements can affect group blood donation activities. Environmental factors, such as the timing of major events, frequently necessitate the rescheduling or postponement of planned blood donation sessions. Short-term disruptions, including natural disasters like floods or blizzards, also impact these activities; however, these interruptions are typically temporary, and normal operations usually resume once the adverse conditions abate. Data analyzed from 100 entities during the 2020–2022 pandemic period indicate that 5% of these entities were affected each year, either by failing to organize blood donation events or by experiencing significantly lower-than-expected donor turnout. The remaining 45% of organizations were affected for varying durations, with some impacted for 1 year and others for 2 years.

Additionally, the researcher observed that during the 3 years of the pandemic (2020–2022), 50% of the entities were not affected by the pandemic and successfully organized and completed their blood donation quotas. Some entities managed to complete their annual blood donation tasks promptly during periods when the pandemic's impact was less severe, or by organizing smaller, more frequent donation sessions throughout the year. It was also noted in the study that entities that prioritized leadership attention to blood donation activities were among those that managed to overcome adverse conditions effectively. This underscores the crucial role of entity leadership in prioritizing blood donation; a committed leadership can significantly influence the continuation and success of these activities even under challenging circumstances.

The recruitment, mobilization, and organizational implementation of group blood donation initiatives are complex undertakings that transcend the simplistic notion of merely gathering individuals to donate blood. The successful execution of a blood donation event is contingent upon a multitude of factors. Predominantly, it involves core factors and environmental factors that collectively influence the process of group blood donation.

Within the realm of core factors pertinent to group blood donation, a retrospective study was conducted focusing on several critical aspects: the leadership's prioritization of blood donation, the competencies of the blood donation coordinators, the feedback provided to donors by the entity, and the engagement levels of blood donors to participate in the donation process. This study encompassed 100 entities that participated in blood donation from 2018 to 2024. Over these seven years, amidst various societal changes, it was observed that 79% of these entities ranked the prioritization of blood donation by their leaders as the most significant factor. Entities where the completion of blood donation was unaffected or minimally impacted consistently demonstrated significant leadership attention and concern toward blood donation. The degree of importance placed on blood donation by entity leaders emerged as the most crucial factor in the resilience of group blood donation efforts.

The leadership of organizational entities plays a pivotal role in influencing financial control and personnel arrangements. This authority extends to enhancing the incentives provided to blood donors, thereby attracting a greater number of participants. The attention given by organizational leaders significantly boosts the engagement levels of blood donors. Consequently, maintaining effective communication with these leaders is crucial during group blood donation initiatives. By mobilizing and organizing blood donation activities at the leadership level, employees perceive these actions as integral to the organization's responsibilities, prompting voluntary participation.

The capabilities of a blood donation coordinator, while crucial, are considered less influential in the initial stages of donor recruitment and mobilization for group blood donations, which differ fundamentally from individual donations. In the case of individual donations, the varied abilities of staff can lead to diverse recruitment outcomes. However, group blood donations represent a structured activity predominantly led by organizational leaders. The skills of a blood donation coordinator are primarily manifested at the operational phase, such as scheduling donation times for donors, managing onsite processes and order, and overseeing post-donation registration and care. Thus, a proficient blood donation coordinator is vital for the successful execution of the donation event, but their importance is more pronounced during the operational stages rather than in the critical phases of donor recruitment and mobilization.

The second most crucial factor is the feedback provided to blood donors. Blood donation is a voluntary act, and when the methods and magnitude of incentives create an appealing proposition, they significantly enhance recruitment outcomes. Hence, feedback to blood donors is paramount. According to a survey, 33 entities acknowledge the importance of tangible rewards, unequivocally affirming their effectiveness. Conversely, another 33 entities deem material incentives as less critical, highlighting the significance of administrative directives in group blood donation contexts. This disparity underscores that the presence of material incentives may not be as crucial in the context of administratively driven group blood donation efforts.

In the context of group blood donation, the social environment plays a pivotal role as an environmental factor. A thriving, positive public opinion within the social environment significantly enhances the effectiveness of group blood donations. Conversely, environments saturated with negative discourse surrounding blood donation can severely damage the outcomes of such group initiatives. Furthermore, the global pandemic in recent years has exerted a considerable impact on group blood donations, although some entities have successfully conducted blood donation drives, largely attributable to the prioritization given by their leadership.

Previous studies on group blood donation have typically focused on one or two influencing factors in isolation, such as the impact of leadership emphasis, the extent of incentives provided to donors, or the donors' own awareness and acceptance of blood donation. However, these studies lacked a systematic approach to identifying and ranking the full spectrum of factors throughout the entire group blood donation process. By contrast, this study adopts a workflow-oriented perspective (grounded in the complete organizational process of group blood donation outlined earlier), enabling the accurate identification of all relevant influencing factors and a horizontal comparison to determine the most critical ones. Beyond internal organizational factors, this study also incorporates a key external variable: the broader social environment. Notably, all participating organizations experienced the 3-year COVID-19 pandemic—a context of extreme external challenges. Within this framework, the study explores which internal factors, when absent, led to severe disruptions in group blood donation, and which internal factors ensured resilience, allowing donations to continue unaffected. The findings reveal that both the core internal factors influencing group blood donation and those enabling resistance to adverse external conditions ultimately stem from the organizational leadership's emphasis on blood donation. This conclusion reflects the comprehensive and systematic insights derived from this study.

For more positive developments in group blood donation, it is imperative to bolster efforts in mobilizing, communicating with, and supporting the leadership of blood donation entities. Should these entities face practical challenges, the initial step involves a detailed analysis with the principal leaders of the difficulties and characteristics of organizing blood donation drives, thereby facilitating a smooth execution of these activities within the entity. In the broader societal context, efforts should be made to foster a conducive social atmosphere for group blood donations and to minimize the emergence of adverse public opinions related to blood donation. From the perspective of the entity, it is essential to recognize and encourage employees who participate in blood donation. According to the findings presented in this study, the primary determinant for the successful implementation of group blood donations is the degree of emphasis placed on the initiative by the entity's leadership.