Growing blood shortages in Europe necessitate that the determinants that influence blood donation be identified. While various factors that motivate individuals to give blood have been empirically established, there is a lack of knowledge concerning organizational variables. Using the theory of planned behavior and a quantitative empirical approach (structural equation modelling based on a sample of 3,052 Austrian blood donors), we propose that dynamic partnership capabilities as organizational variables can influence people’s intention to donate blood because they help both partners adapt to each other’s changing needs. We provide empirical evidence that relationship-specific knowledge stores and joint actions as dynamic partnership capabilities positively affect people’s intention to donate blood. These effects are fully mediated by attitudes and perceived behavioral control. Overall, our findings advance the theory of planned behavior by extending it meaningfully with organizational variables. In doing so, we introduce dynamic partnership capabilities as novel levers for positively influencing blood donation behavior.
