Implementing CSR through partnerships: understanding the selection, design and institutionalisation of nonprofit-business partnerships

Maria May Seitanidi, Andrew Crane

Research output: Contribution to journalArticle

169 Citations (Scopus)

Abstract

Partnerships between businesses and nonprofit organisations are an increasingly prominent element of corporate social responsibility implementation. The paper is based on two in-depth partnership case studies (Earthwatch-Rio Tinto and Prince's Trust-Royal Bank of Scotland) that move beyond a simple stage model to reveal the deeper-level micro-processes in the selection, design and institutionalisation of business-NGO partnerships. The suggested practice-tested model is followed by a discussion that highlights management issues within partnership implementation and a practical Partnership Test to assist managers in testing both the accountability and level of institutionalisation of the relationship to address any possible skill gaps. Understanding how CSR partnerships are implemented in practice contributes to the broader CSR and partnership literatures a context-specific level of detail in a systematic way that allows for transferable learning in both theory and practice.

LanguageEnglish
Pages413-429
Number of pages17
JournalJournal of Business Ethics
Volume85
Issue numberSUPPL. 2
DOIs
StatusPublished - Apr 2009

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institutionalization
social responsibility
non-profit-organization
Institutionalization
Corporate Social Responsibility
micro level
non-governmental organization
bank
manager
responsibility
management
learning

Keywords

  • Corporate social responsibility
  • Implementation
  • Institutionalisation
  • Micro-processes
  • NGO
  • Partnerships

Cite this

Implementing CSR through partnerships : understanding the selection, design and institutionalisation of nonprofit-business partnerships. / Seitanidi, Maria May; Crane, Andrew.

In: Journal of Business Ethics, Vol. 85, No. SUPPL. 2, 04.2009, p. 413-429.

Research output: Contribution to journalArticle

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