Ending business-non-profit partnerships: The spinout of social enterprises

Murthy, Sudhir Rama; Roll, Kate; Colin-Jones, Alastair

doi:10.1016/j.scaman.2020.101136

Cited by 12 publications

(9 citation statements)

References 64 publications

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“…Both the business and the nonprofit viewed this development as a success. New research indicated that this kind of “spinout” is becoming an increasingly common pathway for ending business-nonprofit relationships and a potentially attractive alternative to exit via “dissolution ( 46 ).”…”

Section: Resultsmentioning

confidence: 99%

Building resilient partnerships: How businesses and nonprofits create the capacity for responsiveness

Taylor

Aveling

Roberts

et al. 2023

Front. Health Serv.

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Increasingly, businesses are eager to partner with nonprofit organizations to benefit their communities. In spite of good intentions, differences between nonprofit and business organizations can limit the ability of potential partnerships to respond to a changing economic and public health landscape. Using a retrospective, multiple-case study, we sought to investigate the managerial behaviors that enabled businesses and nonprofits to be themselves together in sustainable partnerships. We recruited four nonprofit-business partnerships in the Boston area to serve as cases for our study. Each was designed to address social determinants of health. We thematically analyzed qualitative data from 113 semi-structured interviews, 9 focus groups and 29.5 h of direct observations to identify organizational capacities that build resilient partnerships. Although it is common to emphasize the similarities between partners, we found that it was the acknowledgement of difference that set partnerships up for success. This acknowledgement introduced substantial uncertainty that made managers uncomfortable. Organizations that built the internal capacity to be responsive to, but not control, one another were able to derive value from their unique assets.

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Section: Resultsmentioning

confidence: 99%

Building resilient partnerships: How businesses and nonprofits create the capacity for responsiveness

Taylor

Aveling

Roberts

et al. 2023

Front. Health Serv.

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“…Moreover, scholars and practitioners must recognize that separation may represent a positive evolution and can entail productive, ongoing relationships in a different collaborative form. Further research is needed to better understand how to optimize evolution of the collaborative form at later stages than our cases allowed ( 32 ), including research that elucidates pathways to successful separation.…”

Section: Discussionmentioning

confidence: 99%

Business–nonprofit hybrid organizing: a dynamic approach to balancing benefits and costs

Aveling

Roberts

Taylor

et al. 2023

Front. Health Serv.

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IntroductionEfforts to address complex public health challenges can benefit from cross-sector collaboration, while also fostering growing business sector engagement in promoting health equity. What form business-nonprofit collaboration should take, however, is a difficult question for managers and leaders. Hybrid organizational forms, which combine for-profit and nonprofit elements within a single organization in unconventional ways, offer an innovative and potentially promising approach. Yet, while existing typologies of cross-sector collaboration have identified hybrid forms at one end of a continuum of possible forms of collaboration, these typologies do not differentiate the diversity such hybrid forms may take, and the costs and benefits of these innovative hybrid forms are poorly understood. This leaves managers interested in promoting public health through business-nonprofit hybrid organizing with limited guidance about how to maximize potential merits while mitigating drawbacks.MethodsWe performed a qualitative comparative case study of three examples of business-nonprofit hybrid organizing. Data collection included 113 interviews with representatives from 42 organizations and observation of case study activities. We used thematic analysis within and across cases to characterize the form of hybrid organizing in each case and to examine benefits and costs of different forms for supporting initiatives.ResultsWe identified two hybrid, collaborative forms - Appended and Blended forms. Each form had benefits and costs, the significance of which shifted over time contingent on changing strategic priorities and operating environments. Benefits and costs of particular forms become more or less important for establishing and sustaining initiatives under different conditions, requiring a dynamic view.DiscussionNo particular form of business-nonprofit hybrid organizing is inherently better than another. Optimizing hybrid organizing and ensuring resilient collaborations may mean allowing collaborative forms to evolve. Practitioners can manage tradeoffs between benefits and costs through an ongoing process of assessing the fit between a given collaborative form, strategic priorities, and relevant features of the operating environment. This dynamic view offers important insights for ensuring the resilience of business-nonprofit collaborative efforts to enhance public health.

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“…In addition, companies can fulfill their social responsibility through environmental investment ( Bierbaum et al, 2019 ), which improves firm reputation ( Aksak et al, 2016 ), brand value ( Guenther and Guenther, 2019 ), and overall corporate performance ( Pekovic et al, 2018 ). On the other hand, the main objective of companies is to generate profits and maximizes shareholder interests ( Murthy et al, 2021 ); however, environmental investment—as a form of public utility investment ( Michelfelder et al, 2019 )—has lower returns and higher costs in the short term ( Wei and Zhou, 2020 ). As such, firms’ budgets may be constrained and production and operation may be affected by environmental investments ( Azadegan et al, 2018 ).…”

Section: Literature Reviewmentioning

confidence: 99%

Corporate Competing Culture and Environmental Investment

et al. 2022

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Using Chinese listed companies as research setting, this paper constructs a measure of corporate competing culture through textual analysis on firms’ management discussion and analysis (MD&A) disclosures, and examines the impact of corporate competing culture on environmental investment. The results show that competing culture has a significant and positive impact on firms’ environmental investment, and the results remain robust to a battery of robustness tests. Moreover, the mediating analysis indicates that competing culture promotes corporate environmental investment through enhancing firms’ internal control quality. Furthermore, the heterogeneity results show that the positive impact of corporate competing culture on environmental investment is more pronounced in firms with larger size, stronger corporate governance, in high-polluting industry, and located in less developed regions. Our findings shed light on the importance of corporate competing culture and provide practical implications for corporate sustainable development.

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Ending business-non-profit partnerships: The spinout of social enterprises

Cited by 12 publications

References 64 publications

Building resilient partnerships: How businesses and nonprofits create the capacity for responsiveness

Building resilient partnerships: How businesses and nonprofits create the capacity for responsiveness

Business–nonprofit hybrid organizing: a dynamic approach to balancing benefits and costs

Corporate Competing Culture and Environmental Investment

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