1991
DOI: 10.1177/0021886391271004
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Strategic Bridging: The Collaboration between Environmentalists and Business in the Marketing of Green Products

Abstract: A case of interorganizational collaboration in Canada involving a retail grocery chain and several environmental groups is analyzed. In this case, one environmental group attempted to act as a bridge between business and environmentalists by endorsing a line of "green" products. Based on material drawn from news reports and personal interviews, the authors use the case to illuminate the concept of strategic bridging as a distinctive form of collaboration. Like other forms of collaboration, bridging relies on c… Show more

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Cited by 234 publications
(216 citation statements)
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References 12 publications
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“…The benefits, constraints, and conditions for the success of stakeholder participation in environmental projects have also been studied (Cardskadden and Lober 1998;Kapoor 2001;Salafsky et al 2001). Some articles have focused on specific case studies, describing the process of stakeholder participation in areas such as ecotourism (Fletcher 2009), the development of environmental public policies (Pasquero 1991;Turcotte and Pasquero 2001), and the marketing of green products (Westley and Vredenburg 1991;Prakash 2002).…”
Section: Stakeholder Involvement and Environmental Managementmentioning
confidence: 99%
See 1 more Smart Citation
“…The benefits, constraints, and conditions for the success of stakeholder participation in environmental projects have also been studied (Cardskadden and Lober 1998;Kapoor 2001;Salafsky et al 2001). Some articles have focused on specific case studies, describing the process of stakeholder participation in areas such as ecotourism (Fletcher 2009), the development of environmental public policies (Pasquero 1991;Turcotte and Pasquero 2001), and the marketing of green products (Westley and Vredenburg 1991;Prakash 2002).…”
Section: Stakeholder Involvement and Environmental Managementmentioning
confidence: 99%
“…The few studies on stakeholder management and biodiversity issues have essentially focused on the benefits and development process of inter-organizational collaboration for very specific biodiversity conservation programs, such as the Wildlife Habitat Enhancement Programme of the WHC (Cardskadden and Lober 1998), the Biodiversity Conservation Network of the Natural Heritage Inventory Program (Mahanty and Russell 2002;Salafsky et al 2001), and the Global Collaborative Initiatives for Biodiversity of the International Union for the Conservation of Nature (Westley and Vredenburg 1997). In the same vein, case studies on the development of specific protected areas (Young et al 2013) and the marketing of green products (Westley and Vredenburg 1991) have explored the main difficulties and outcomes of inter-organizational collaboration on biodiversity issues. Nevertheless, the variety of organizations involved in this type of collaboration and the diversity of initiatives for biodiversity implemented have been overlooked in the literature.…”
Section: Contributions and Managerial Implicationsmentioning
confidence: 99%
“…They range from loosely structured networks to formally structured partnerships or coalitions. Westley and Vredenburg (1991) discussed collaborative forms as a function of two critical dimensions: degree of domain organization and degree of motivation to collaborate. Problem domains are underorganized when the boundaries of the domain are unclear, shifting, or in dispute, with the degree of domain-related awareness frequently low or nonexistent (Brown 1980 in Gray andHay 1986).…”
Section: Changing Organizational Formsmentioning
confidence: 99%
“…Problem domains are underorganized when the boundaries of the domain are unclear, shifting, or in dispute, with the degree of domain-related awareness frequently low or nonexistent (Brown 1980 in Gray andHay 1986). Based on a case study of interorganizational collaboration between environmental groups and a retail grocery chain (Loblaws, Inc.), Westley and Vredenburg (1991) suggested that the sustainable development domain is underorganized and strategic bridging (a distinctive form of third-party intervention in collaboration) may be suitable in the early stages of domain organization, until further domain organization occurs.…”
Section: Changing Organizational Formsmentioning
confidence: 99%
“…The second refers to the degree of clarity about the causes of the problem at hand and the consensus about which stakeholders should have a voice in the debate (Trist 1983;Gray and Hay 1986;Westley and Vredenburg 1991). In the following section, we review the literature debate 5 on the influence of ecophilosophy-and contextual factors-in orienting the engagement strategy of environmental organizations.…”
Section: Influence Of Ecophilosophy On Strategy Selectionmentioning
confidence: 99%