Partnerships as strategic choices in public management

Metcalfe, Les; Lapenta, Antonio

doi:10.1007/s10997-012-9233-6

Cited by 6 publications

(2 citation statements)

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“…It is evident that scholars have paid considerable attention to understand factors that directly or indirectly influence firms' response towards their social role in society (Maccarrone, 2009;Glavopoulos et al, 2014). Some important works are worth mentioning in this stream of knowledge, particularly from a partnership perspective (Austin and Seitanidi, 2012;Galbreath, 2009;Metcalfe and Lapenta, 2014;Ferri and Zan, 2017). For example, Galbreath (2009) examined drivers of corporate social responsibility (CSR) attitudes from a formal strategic planning and firm culture perspective, whereas Cheah et al (2011) investigated the issue using the socio-demographic characteristics of investors.…”

Section: Introductionmentioning

confidence: 99%

Does pressure-induced partnership really matter? Empirical modelling of stakeholder pressure and firms’ CSR attitude

Erdiaw‐Kwasie

2018

SRJ

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Purpose The purpose of this paper is to show whether pressure-induced partnerships do impact the link between stakeholder pressure and firms’ CSR attitude. The veracity that stakeholder pressure and firms social attitude issues have been extensively covered in three interrelated literature, namely, corporate social responsibility (CSR), partnership and stakeholder management, is widely recognised. However, to date, efforts to investigate conditions under which partnerships initiated through stakeholder pressures help to impact firms’ CSR attitudes either as per their request or in a more balanced way, have rarely been explored. Design/methodology/approach Empirically, this paper adopts quantitative research approach (hierarchical multiple regression) to build a case that pressure-induced partnership is one such key driver that shapes firms’ CSR attitude. Findings Study results show that firms’ CSR attitude can only add value if these activities and firm reputation are aligned with meaningful pressure-induced partnerships. Originality/value The study’s methodological approach (hierarchical multiple regression) stands tall in studies that explore drivers that shape firms’ CSR attitude. The paper concludes with theoretical and managerial implications for future studies.

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Section: Introductionmentioning

confidence: 99%

Does pressure-induced partnership really matter? Empirical modelling of stakeholder pressure and firms’ CSR attitude

Erdiaw‐Kwasie

2018

SRJ

View full text Add to dashboard Cite

show abstract

“…Public-private partnership (PPP) is implemented primarily in the form of concessions. The issues of interaction between state and private capital were considered in domestic and foreign literature, including in the analysis of the relationship between the roles of authorities and PPP forms (Metcalfe and Lapenta [21]), assessment of differences in the financial condition of public-private enterprises and fully state-owned enterprises (Monteduro [22]), the impact of the transaction costs economy on the concept of public administration in the transport system (Canonico et al [15]), concession issues in transport (Varnavskii [7]), the issues of correlation of concession and franchising agreements (Vronskaya and Amaryan [8]).…”

Section: Introductionmentioning

confidence: 99%