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Campaigning activities of non-governmental organisations (NGOs) have increased public awareness and concern regarding the alleged unethical and environmentally damaging practices of many major multinational companies. Companies have responded by developing corporate social responsibility strategies to demonstrate their commitment to both the societies within which they function and to the protection of the natural environment. This has often involved a move towards greater transparency in company practice and a desire to engage with stakeholders, often including many of the campaign organisations that have been at the forefront of the criticisms of their activity. This article examines the ways in which stakeholder dialogue has impacted upon the relationships between NGOs and businesses. In doing so, it contributes to the call for more 'stakeholder-focused' research in this field (Frooman in Acad Manag Rev 24(2): 191-205, 1999; Steurer in Bus Strategy Environ 15: 15-69 2006). By adopting a stakeholder lens, and focusing more heavily upon the impact on one particular stakeholder community (NGOs) and looking in depth at one form of engagement (stakeholder dialogue), this article examines how experiences of dialogue are strategically transforming interactions between businesses and NGOs. It shows how experiences of stakeholder dialogue have led to transformations in the drivers for engagement, transformations in the processes of engagement and transformations in the terms of engagement. Examining these areas of transformation, the article argues, reveals the interactions at play in framing and shaping the evolving relationships between business and its stakeholders.

This article examines the theoretical implications of the changing relationships between NGOs and businesses that have emerged as a response to the evolving agenda around CSR and Sustainable Development (SD). In particular it focuses upon examining whether greater engagement from NGOs in this area reflects a process of appropriation and co-optation of protest by the business community. To examine this process, the article considers two forms of appropriation -appropriation of language and appropriation via participation-as a basis for discussion. While cooptation pressures are identified within both areas, the article argues that co-optation is identified almost as an inevitable outcome of engagement without significant consideration of the ability of movements to identify and respond to these processes. In identifying an alternative approach, the article utilises Mouffe's framework of agonistic pluralism. Mouffe's framework, it is argued, provides an understanding of the way in which agonistic relationships are emerging between NGOs and businesses while highlighting the continuance of conflict between parties struggling to influence the contested interpretations of responsible business.This pressure to engage is evident within much of the discourse of Corporate Social Responsibility (CSR). In particular there has been increased recognition that companies have a responsibility to a far broader range of stakeholders than the traditional focus upon customers and shareholders (Andriof et al 2003). While businesses have responded to these pressures in diverse ways, there has been an expansion of stakeholder dialogue strategies and a desire by many companies to present themselves as more open and transparent. Corporates' apparent desire for greater openness has been received with mixed reactions from civil society actors. The opportunity to engage with the focal point of protest -often traditionally the political system but in this case corporations -raises a significant challenge for movement actors. Opportunities for engagement have brought concerns over the possibility of co-optation, a de-radicalisation of the movements and a diluting of issues to accommodate them within the established political order.This article examines the theoretical implications of these changing relationships between NGOs and businesses. It contributes to an emerging research agenda around stakeholding that is moving away from business-centred perspectives and towards a greater focus upon the stakeholders themselves (See Friedman and Miles 2002, Frooman 1999) and focuses upon how the pressure to engage and the experience of engagement is changing business/NGO relationships.Established social movement analysis consistently emphasises the extra-institutional focus and unconventional action repertoires, 1 as key dimensions to social movement identity (See for example Tarrow 1998, Touraine 1981, Melucci 1989. Inevitably therefore, processes of engagement with established institutions of power and authority are often identified as evidence of ...

As examinations of the ethics of business practice have increased so too have questions regarding the role of business schools. A key aspect of this re-evaluation has been the emergence of the United Nations Principles for Responsible Management Education (PRME), reflecting the growing emphasis upon 'soft regulation' and voluntary action within new governance frameworks around responsible business practice. This article focuses upon the changing nature of responsible management education within UK business schools and examines the potential role of PRME in shaping these developments. The article examines the findings of two surveys of responsible management education conducted in 2006/07 and 2009/10, and qualitative data derived from case studies of five PRME signatory schools. The article questions whether there is any direct evidence for PRME as a driver of curriculum change. It suggests that its primary impact may lie with its facilitative capacity and the ability of active faculty members in utilising this capacity.3 This is an accepted manuscript of an article published by SAGE Publishing in Management Learning, available online at

This article presents a critical examination of the process of stakeholder dialogue in the Corporate Social Responsibility (CSR) field. It utilises data from a three-year research project into stakeholder dialogue processes to discuss three central themes: first, what is meant by the term ‘dialogue’, both from a theoretical perspective and from its practical application within CSR; second, the challenges of creating effective dialogue; and third, measuring and assessing the potential outcomes of dialogue. In providing a critical overview of these themes, the article examines the nature of organisational learning through stakeholder engagement and dialogue. It questions the motives behind engagement in dialogue and highlights some of the potential challenges for organisational learning posed by opting for a stakeholder dialogue approach. It argues that organisations engaging in stakeholder dialogue must have a clear understanding of the implications of undertaking a dialogue process and have a long-term perspective regarding the outcomes and learning likely to emerge from it. While stakeholder dialogue may produce significant results, it is argued, many of these may be difficult to quantify on a short-term basis