Business partnerships with nonprofits: working to solve mutual problems in New Zealand

Eweje, Gabriel; Palakshappa, Nitha

doi:10.1002/csr.192

Cited by 34 publications

(42 citation statements)

References 58 publications

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“…This is consistent with Carroll's (1991) CSR model. To develop positive corporate image, firms need to consider stakeholders expectation before formulating CSR policies (Dober & Halme, 2009;Eweje & Palakshappa, 2009;Veleva, 2010;Bagire et al, 2011;Epstein & Widner, 2011). Business is also expected to be responsible corporate citizen by complying with laws and regulations (Schwartz & Carroll, 2008;Steurer, 2010).…”

Section: Hypothesis Testingmentioning

confidence: 99%

Corporate Social Responsibility (CSR) Practices and Stakeholders Expectations: The Nigerian Perspectives

Fadun¹

2014

RBM

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Using Carroll's (1991) Corporate Social Responsibility (CSR) model, the study examines business CSR practices and stakeholders' expectations in Nigeria. Carroll's (1991) CSR model states that four kinds of social responsibilities constitute total CSR: economic, legal, ethical, and philanthropic. Both primary (survey) and secondary (the literature) data are used for the study. There are several stakeholders in business; but, for the purpose of the study employees, customers, shareholders, and local communities are identified as the main stakeholders in the context of the business environment in Nigeria. 240 questionnaires are administered to participants, selected through purposive sampling technique, in the six geopolitical zones of Nigeria. One hundred and fifty eight (158) questionnaires, representing 66% response rate, were duly completed and retuned for the study. The findings indicate that CSR is concerned with treating stakeholders ethically; and business should protect wide range of stakeholders' interest. We found that the four dimensions of CSR (economic, legal, ethical and philanthropic) are not ascribed equal importance in Nigeria. Nigeria's Stakeholders place more emphasis on economic, legal and ethical responsibilities than on philanthropic components. Understanding and effective management of stakeholders' as well as their expectations can enhance corporate image and competitive advantage. The implication for practice is that business needs to identify relevant stakeholders and integrate primary stakeholders' interests into organisational strategic planning. It shows that identification of stakeholders' groups is beneficial to business managers and decision-makers.

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Section: Hypothesis Testingmentioning

confidence: 99%

Corporate Social Responsibility (CSR) Practices and Stakeholders Expectations: The Nigerian Perspectives

Fadun¹

2014

RBM

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“…The collaboration between corporations and NGOs has attracted a good deal of academic attention (Austin, 2000;Eweje & Palakshappa, 2009;Dahan et al, 2010;Hansen et al, 2010). In this connection, the challenges and constraints in pursuing such collaborative efforts have also been revealed (Muthuri, 2008).…”

Section: Prior Researchmentioning

confidence: 99%

Corporate Community Involvement In Bangladesh: An Empirical Study

Sharmin

Khan

Belal

2012

Corp Soc Responsibility Env

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This paper empirically examines a corporate community involvement (CCI) initiative in Bangladesh. Drawing on a conceptual framework of 'collaborative betterment' and 'collaborative empowerment' and by using focus group discussions and interviews, it assesses the initiative to examine the extent to which it meets expectations of the community where it operates. Some of the key findings of the paper include: (i) although the initiative provides vital healthcare services to some of the most vulnerable and desperately poor communities, the level of actual engagement of the local peoplethe main stakeholdershas been marginal; (ii) when the principles of collaborative betterment and empowerment are considered, it can be concluded that the initiative struggles even as a 'betterment' process; and (iii) notwithstanding the rhetoric and high-blown statements, corporate role in terms of practical efforts in the field has been mostly superficial and limited.

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“…The primary reason is that companies can enhance the image of their CER through these relationships without expending more resources and efforts (Eweje and Palakshappa 2009). This relates to a company's awareness that, as consumers evaluate the company's CER image, the company's environmental protection actions do not conflict with maximum profits (Kim et al 2010).…”

Section: Introductionmentioning

confidence: 99%

Corporate Relations with Environmental Organizations Represented by Hyperlinks on the Fortune Global 500 Companies’ Websites

Kim

Nam

2011

J Bus Ethics

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This study investigates corporate relationships with environmental organizations by examining hyperlinks in the corporate environmental responsibility (CER) sections of the Fortune 2008 Global 500 corporate websites. It is assumed that hyperlinked organizations either represent their current inter-organizational relationship or create symbolic relationships among organizations. Results show that Asian companies have fewer hyperlink relations with other organizations compared with those in North America and Western Europe. Network analysis also confirms that U.S. companies are explicitly connected with stakeholders for CER practices, and governmental organizations have a relatively central role in the global CER system. Nonprofit organizations are the most frequently hyperlinked with Fortune Global 500 corporations.

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Business partnerships with nonprofits: working to solve mutual problems in New Zealand

Cited by 34 publications

References 58 publications

Corporate Social Responsibility (CSR) Practices and Stakeholders Expectations: The Nigerian Perspectives

Corporate Social Responsibility (CSR) Practices and Stakeholders Expectations: The Nigerian Perspectives

Corporate Community Involvement In Bangladesh: An Empirical Study

Corporate Relations with Environmental Organizations Represented by Hyperlinks on the Fortune Global 500 Companies’ Websites

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