Talking across boundaries: Business and NGO perspectives on sustainable development and partnership
Abstract Partnership,between ,business ,and ,Non-Governmental ,Organizations ,(NGOs)
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- "With a credible appearance , civil organizations may enhance corporate awareness of the compati bility between environmentally sound business operations and profit expectations . In opposition to mainstream management practices , corporate civil partnerships may provide alternative solutions to sustainability - related problems ( for example , Reed and Reed , 2009 ; Wadham , 2009 ; Dahan et al . , 2010 ) . "
ABSTRACT: International environmental policy has long recognized the role of both the civil and business sectors in the implementation of sustainable development, as reflected by the Earth Summit in 1992 (United Nations Conference on Environment and Development, Rio de Janeiro) and the resulting publication of the Agenda 21 action plan. The importance of civil organizations is also stressed by the European Union's environmental policy, as indicated by, for instance, the Sixth Environmental Action Plan, which was accepted in 2002. Nevertheless, the common understanding of how non-governmental organizations may influence corporate environmental behavior, especially that of small and medium-sized enterprises, remains limited. This paper presents the results of research examining the relationships between non-governmental organizations and businesses based on the stakeholder theory of the firm. The results show that small and medium-sized enterprises rank the importance of different stakeholders similarly to larger businesses and often engage in cooperation with non-governmental organizations. It is also demonstrated that cooperative strategies constitute an important and effective component of non-governmental organizations' behavior toward businesses and that the indirect influence of the civil sector is as important as its direct impact. The results contribute to the development of the stakeholder theory of the firm and help inform practical decision makers about how to improve relationships between business and non-governmental organizations.
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- "Austin's continuum coincides with what Habermas (1987) and Wadham (2009) have suggested. They both empahsised the voluntary aspect of partnership at the formation stage based on communicative action under an " ideal speech situation " (Wadham, 2009, p. 58). Reuer et al. (2002) highlight the development of roles and behaviours of partners in a more pragmatic context which normally takes place at the post-formation stage. "
ABSTRACT: Purpose ‐ The aim of this paper is to offer a new conceptualisation on partnership emergence and dynamism between the business sector and the non-governmental organization (NGO) sector from a corporate social responsibility perspective. More specifically, the paper intends to examine partnering behaviour and management from a socio-political standpoint. Design/methodology/approach ‐ The case study approach used in the study utilised data from eight in-depth, semi-structured interviews, with managers from the business and NGO sectors engaged in a large-scale partnership between a Palestinian Cellular Corporation and an NGO. Interview transcripts were analysed using content and narrative analyses. Findings to be presented include reciprocity, corporate constitutionalism and utilitarianism. Findings ‐ The results found in this paper show that partnership has social, political, and ethical dimensions in support of the theoretical framework developed for this paper. More specifically, the results show that the studied partnership is an emergent process, fundamentally concerned with self-efficacy over community welfare, as well as being driven by individual organisational goals. Originality/value ‐ This paper sheds light on certain aspects of partnership that are often overlooked in mainstream research. It does not only highlight the multifaceted dimensions of partnering but also discusses how partnership can be envisioned and practised as inter-organisational relationships. It stimulates a pragmatic understanding of partnership nature and management showing that partnership emergence, direction and sustainability are conditioned by the stakeholders' socio-political and ethical practices.
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- "In the context of cross-sector partnership, therefore, we would expect business actors to exert a colonizing effect over their nonprofit counterparts, undermining the possibility of such partnerships to challenge existing approaches or develop alternatives for the future. Before we entered the field, the potential anomaly had already been identified: The pilot study (Wadham, 2009) had suggested that business actors used partnership not only as a strategic mechanism through which to implement their corporate social responsibility objectives, but also as an opportunity for a more profound dialogue about the nature of the underlying social and economic challenges and the respective role of business, nonprofits, and others in addressing them. Our ''research problem'' therefore focused on the extent to which the influence between system and lifeworld might also run the other way and fieldwork represented an opportunity to seek out appropriate evidence for this potential anomaly. "
ABSTRACT: The extended case method brings existing theory to bear on a particular ethnographic case, enabling complex macro-level questions to be examined through their everyday manifestations in micro-level social settings. Yet it remains comparatively underutilized among organizational researchers, many of whom may be deterred by an apparent lack of practical guidance. The article addresses this by outlining three main steps, illustrated by the authors' own experience of implementing the extended case method in a recently published organizational study. In so doing, the article makes clear the distinctiveness of the method, particularly compared to the better-known grounded theory approach to ethnography. It concludes that by offering a bridge between interpretive and critical approaches, the extended case method represents a valuable addition to the toolkit of organizational researchers.