Uneasy Alliances: Lessons Learned from Partnerships Between Businesses and NGOs in the context of CSR

Abstract

Corporate social responsibility (CSR), collaborative ventures, business nonprofit alliances, partnerships, developing countries, Lebanon,

Enhancing the Impact of Cross-Sector Partnerships

“…While governments have traditionally used PPPs to build-up 'hard' infrastructure such as roads and water works, they are now increasingly experimenting with using PPPs for 'soft' issues with varying constituents and aims (Dixon et al 2004;Milliman and Grosskopf 2004;Skelcher and Sullivan 2002;Teegen and Doh 2003). Finally, cross-sector partnerships are increasingly being adopted by many civil society organizations in preference to a confrontational approach toward firms and governments in order to develop novel solutions to old problems, thereby aiming to increase the efficiency and effectiveness of their activities (Le Ber and Branzei 2009;Galaskiewicz and Colman 2006;Hamann et al 2008;Jamali and Keshishian 2009;van Huijstee and Glasbergen 2010;Laasonen et al 2012;Seitanidi and Crane 2014;PrC 2011).…”

“…Arguably, assessments of the efficiency and effectiveness of partnerships in addressing their intended goals are the most critical elements in partnership decisions. Many early partnerships were characterized by an absence of formal planning (Austin 2000;Jamali and Keshishian 2009;Seitanidi et al 2010), and modest or partial consideration and evaluation of anticipated outcomes and impacts (Margolis and Walsh 2003). The anticipated benefits for the actors involved in cross-sector partnerships have been extensively discussed in the literature, but realized outcomes, benefits, and impacts are much less often discussed even in the older form of public sector partnerships (Provan and Milward 2001;Leach et al 2002;Arya and Lin 2007) indicating the challenges that exist in monitoring, reporting, and evaluation in practice as well as in applying or developing appropriate methodologies in research.…”

A Corporate Social Entrepreneurship Approach to Market-Based Poverty Reduction

“…This is because of the globalization-induced rise of foreign direct investments and the dominance of MNC revenues over domestic GDPs in many of the emerging countries in which they operate (Jamali and Keshishian, 2009). There has also been a shift of power from governments to MNCs (Millar et al, 2004), which supports arguments that MNCs should take a more prominent role in poverty reduction.…”

Applying a Communicating Vessels Framework to CSR Value Co-creation: Empirical Evidence From Professional Team Sport Organizations

“…While research to understand the value CSR adds to organizations and society as a whole has expanded significantly (e.g., Jamali & Keshishian, 2009;McWilliams & Siegel, 2011;Porter & Kramer, 2011), interest in how charitable foundations help larger organizations in co-creating and managing CSR value has also increased (Minefee, Newman, Isserman, & Leblebici, 2015). Coca-Cola, Starbucks, BMW, Walmart, Intel, and Nike have all established charitable foundations to achieve strategic CSR value co-creation (Marquardt, 2001).…”