Are the Sectors Compatible? International Development Work and Lessons for a Business–Nonprofit Partnership Framework

Mannell, Jeneviève

doi:10.1111/j.1559-1816.2010.00612.x

Cited by 8 publications

(3 citation statements)

References 13 publications

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“…A few recent studies have tried to pinpoint what makes for successful cross-sector partnerships, including those between businesses and nongovernment organizations (NGOs). Findings suggest that such partnerships rely on the unique value NGO officials bring to such partnerships, in terms of specialized expertise, and that effective partnerships are grounded in communication, trust and commitment as part of a true, long-term relationship (Mannell, 2010;Barross-Mendez et al, 2015). As noted, Benn et al (2010) focused on the corporate side of CSR programs, conducting only two interviews with nonprofit partners to get external perspective on corporate leadership.…”

Section: Cross-sector Partnershipsmentioning

confidence: 99%

Forging effective corporate/nonprofit partnerships for CSR programs

Remund

McKeever

2018

JCOM

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Purpose The purpose of this paper is to examine how corporate and nonprofit leaders partner on public relations for corporate social responsibility (CSR) programs. Design/methodology/approach Through semi-structured interviews across the USA, and stretching into Europe and South America, leaders (n=24) from US-based corporations top-ranked for corporate citizenship, and the nonprofit organizations with which they have developed CSR programs, shared insights and best practices. Findings Corporate and nonprofit leaders who collaborate on CSR programs spoke independently about several essential shared values, including community-focused collaboration, fiscal responsibility, and strategic alignment. How they described their CSR partnerships reflects a mutual commitment to a distributed leadership model, which involves the need to span organizational boundaries, share unique expertise across levels and roles, and sustain long-term relationships. Consistent with prior research, this study also suggests that communication leaders in both corporations and nonprofit organizations leverage transactional (process-focused) and transformational (people-focused) leadership styles, as they work to build and foster these long-term partnerships. Research limitations/implications The findings pinpoint how principles of the distributed leadership model come to life across CSR partnerships and contribute to the success of such partnerships. Corporations and their nonprofit partners must mutually focus on spanning, sharing, and sustaining as they build programs together. These shared principles exemplify a distributed leadership model and help define what CSR partnership truly means. Originality/value This study looks at CSR programs beyond just the perspective of the corporation and the public, taking into account the critical role the nonprofit organization plays as a partner in some CSR programming, and within a distributed leadership model.

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Section: Cross-sector Partnershipsmentioning

confidence: 99%

Forging effective corporate/nonprofit partnerships for CSR programs

Remund

McKeever

2018

JCOM

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“…Therefore, collaborating with businesses, as one of these new approaches, might be perceived by staff and volunteers as a step change in values, which in turn may generate a culture of internal resistance (i.e. a cultural barrier) because of the view that collaboration might endanger the image of their NPO (Mannell, 2010, Wilson et al, 2010. In fact, this negative attitude might result from the prejudice of incompatibility between the nonprofit culture, which is often characterized as socially driven and cooperative, and the business culture, which is widely described as profit-driven and competitive (Berger et al, 2004, Parker andSelsky, 2004).…”

Section: Discussionmentioning

confidence: 99%

Nonprofit organizations and social-alliance portfolio size: Evidence from website content analysis

Al‐Tabbaa

López

Konara

et al. 2021

Industrial Marketing Management

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“…The question of how IHO should professionalize is problematic. Conforming to for-profit management styles can be challenging to IHO (Mannell, 2010). As Lindenberg (2001) asserts, the atypical culture and operating conditions, as well as the value orientation of IHO render tactics recommended by consultants with private sector experience potentially ineffective and dangerous.…”

Section: The Humanitarian Contextmentioning

confidence: 99%

System dynamics for humanitarian operations

Besiou

Stapleton

Wassenhove

2011

Journal of Humanitarian Logistics and Supply Chain Management

119

102

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Purpose -The purpose of this paper is to illustrate the appropriateness of system dynamics (SD) methodology as a tool for humanitarian decision makers to understand the effect of their decisions on humanitarian operations. The authors seek to present the initial stages and preliminary findings of a SD model used to analyze a well-defined subsystem of humanitarian operations, field vehicle fleet management; then build on this example by identifying an additional area of humanitarian operations for future research using the SD methodology. Design/methodology/approach -Case-based research was combined with SD methodology to examine the appropriateness of this methodology for use in humanitarian operations. Findings -Humanitarian operations are characterized by multiple actors, feedback loops, time pressures, resource constraints and uncertainty. The authors find that SD has the capacity to accurately represent the dynamic complexity of humanitarian operations, and is therefore an appropriate tool to study these systems.Research limitations/implications -The well-defined issue of field vehicle fleet management in humanitarian organizations is used to illustrate an application of SD for humanitarian operations. Due to the difficulty in obtaining necessary data to build the SD model, this study uses estimations based on over three years of research into fleet management in the humanitarian sector. The authors then present an example of a broader but less well-defined subsystem in the humanitarian sector that can be analyzed using SD methodology to the benefit of the overall humanitarian relief operation. Practical implications -Decision making in humanitarian operations is usually based on intuition and experience which are not always sufficient to fully understand the global impact of these decisions. SD provides humanitarian decision makers with a method to simulate and compare the impact of alternative decisions that would not be possible in real life situations. Social implications -This paper examines the appropriateness of SD methodology to help humanitarians improve the effectiveness of their relief and development programs through betterinformed decision making. Originality/value -This paper presents one of the first attempts to use SD methodology to build a model for humanitarian operations using a well-defined subsystem, field vehicle fleet management.

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Are the Sectors Compatible? International Development Work and Lessons for a Business–Nonprofit Partnership Framework

Cited by 8 publications

References 13 publications

Forging effective corporate/nonprofit partnerships for CSR programs

Forging effective corporate/nonprofit partnerships for CSR programs

Nonprofit organizations and social-alliance portfolio size: Evidence from website content analysis

System dynamics for humanitarian operations

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