As the market and civil society sectors reflect different core logics, non-governmental organisations (NGOs) that partner with companies need strategies to cope with these differences. This paper seeks to provide insight into the coping strategies of environmental NGOs that partner with corporations. We present an assessment framework to analyse the strategies of the Environmental Defense Fund and the World Wildlife Fund for Nature Netherlands as case studies. The analysis demonstrates that the strategic options for a partnering NGO are guided and (...) constrained by the choices the NGO makes with regard to its action strategy towards companies. Although individual NGOs manage to cope adequately with the challenges that the partnership trend poses to their organisations, we argue that the partnering trend also creates challenges for the NGO field as a whole. (shrink)

In the 1990s, Dutch nature policy adopted a new policy concept, ‘nature development’, whereas, until then, ‘nature preservation’ had largely dominated both the discourses and practices of nature policy-making. Nature development can be regarded as the Dutch counterpart of concepts such as ecological restoration, emerging simultaneously in other national nature policies. This paper argues that the rise of the nature development concept in the Netherlands is mainly due to the entrepreneurial strategies of a relatively small group of individuals. To study (...) the impact of the latter’s entrepreneurial strategies on the adoption and implementation of the new concept, we first made a content analysis of nature-policy documents issued between 1977, when the concept of nature development was coined for the first time, and 2012. Next, we analysed newspaper articles covering the debate on Dutch nature policy. Third, we conducted semi-structured interviews with the key individuals involved. This article deliberately takes an agency perspective, emphasising the complementary roles that policy entrepreneurs played in the different phases of the policy change process, with concept developers, early adopters and translators, and early implementers. Their success is to be attributed to a smart combination of discursive and network strategies. (shrink)