This article argues that considering cross-sector collaborations through the lens of indigenous-corporate engagements yields a more comprehensive understanding of the range of cross-sector engagement types, emphasizes the importance of cross-cultural bridge building which has received little attention in the literature (Selsky and Parker, J Manag 31(6):849-873, 2005), and highlights the potential for innovation via collaborations with fringe stakeholders. The study offers a more overarching typology of cross-sector collaborations and, building on an ethical approach to sustainable development with indigenous peoples (Lertzman (...) and Vredenburg, J Bus Ethics 56:239-254, 2005), proposes a theoretical framework for cross-cultural bridge building between businesses and fringe stakeholders. By incorporating this framework into the literature on value creation in cross-sector collaborations, we suggest a model for value creation in cross-sector collaborations with fringe stakeholders. Finally, using case studies to illustrate the article's theoretical arguments, we demonstrate the model's usefulness for the analysis and development of indigenous-corporate collaborations. (shrink)

This article argues that considering cross-sector collaborations through the lens of indigenous-corporate engagements yields a more comprehensive understanding of the range of cross-sector engagement types, emphasizes the importance of cross-cultural bridge building which has received little attention in the literature :849–873, 2005), and highlights the potential for innovation via collaborations with fringe stakeholders. The study offers a more overarching typology of cross-sector collaborations and, building on an ethical approach to sustainable development with indigenous peoples, proposes a theoretical framework for cross-cultural (...) bridge building between businesses and fringe stakeholders. By incorporating this framework into the literature on value creation in cross-sector collaborations, we suggest a model for value creation in cross-sector collaborations with fringe stakeholders. Finally, using case studies to illustrate the article’s theoretical arguments, we demonstrate the model’s usefulness for the analysis and development of indigenous-corporate collaborations. (shrink)

Resource extraction companies worldwide are involved with Indigenous peoples. Historically these interactions have been antagonistic, yet there is a growing public expectation for improved ethical performance of resource industries to engage with Indigenous peoples. (Crawley and Sinclair, Journal of Business Ethics 45, 361–373 (2003)) proposed an ethical model for human resource practices with Indigenous peoples in Australian mining companies. This paper expands on this work by re-framing the discussion within the context of sustainable development, extending it to Canada, and generalizing (...) to other resource industries. We argue that it is unethical to sacrifice the viability of Indigenous cultures for industrial resource extraction; it is ethical to engage with indigenous peoples in a manner consistent with their wishes and needs as they perceive them. We apply these ideas to a case study in the coastal temperate rainforest of Clayoquot Sound, British Columbia, Canada. In this case a scientific panel comprised of Nuu-Chah-Nulth elders, forest scientists and management professionals, achieved full consensus on developing sustainable forest practice standards by drawing equally on Indigenous traditional ecological knowledge and Western science in the context of one of the most heated and protracted environmental conflicts in Canadian history. The resulting sustainable forest practice standards were later adopted by leading forestry firms operating on the coast. Our analysis of this scientific panels success provides the basis for advancing an ethical approach to sustainable development with Indigenous peoples. This ethical approach is applicable to companies working in natural resource industries where the territories of Indigenous peoples are involved. (shrink)

The increasing pressure from different facets of society exerted on multinational companies (MNCs) to become more philanthropic and claim ownership of their impacts is now becoming a standard practice. Although research in corporate social responsibility (CSR) has arguably been recent (see subsequent section), the application of activities taking a voluntary form from MNCs seem to vary reflecting a plethora of factors, particularly one obvious being the backwater local communities of developing countries where most of the natural extraction projects are located. (...) This chapter examines views of two Papua New Guinea (PNG) local communities hosting large-scale mining operations and explains the demands arising from situational relativities, which are becoming too conspicuous for mine developers not to ignore. The research undertaken with several assertions highlights the perceived imperativeness allowing companies to integrate the CSR into the essential management pursuits of running mines in PNG. (shrink)

The increasing pressure from different facets of society exerted on multinational companies to become more philanthropic and claim ownership of their impacts is now becoming a standard practice. Although research in corporate social responsibility has arguably been recent, the application of activities taking a voluntary form from MNCs seem to vary reflecting a plethora of factors, particularly one obvious being the backwater local communities of developing countries where most of the natural extraction projects are located. This chapter examines views of (...) two Papua New Guinea local communities hosting large-scale mining operations and explains the demands arising from situational relativities, which are becoming too conspicuous for mine developers not to ignore. The research undertaken with several assertions highlights the perceived imperativeness allowing companies to integrate the CSR into the essential management pursuits of running mines in PNG. (shrink)

This article describes a case study on the Machiguenga, a remote Indigenous tribe affected by the Camisea Gas Project in the Peru. We introduce the anthropological concept of 'glocalization' and integrate this with organizational knowledge of 'identity work'. Our findings demonstrate that identity work is a multi-faceted and boundary spanning process that significantly affects stakeholder relations and contributes to conflict between local communities and oil and gas companies. Indigenous identity can be both threatened and strengthened in response to natural gas (...) development and is related to how individuals, communities and the Machiguenga (as a collective) engage in identity work. We also discuss broader implications for management ethics, including a discussion of how Indigenous self-identify processes create a challenge for stakeholder theory. (shrink)

This article describes a case study on the Machiguenga, a remote Indigenous tribe affected by the Camisea Gas Project in the Peru. We introduce the anthropological concept of ‘glocalization’ and integrate this with organizational knowledge of ‘identity work’. Our findings demonstrate that identity work is a multi-faceted and boundary spanning process that significantly affects stakeholder relations and contributes to conflict between local communities and oil and gas companies. Indigenous identity can be both threatened and strengthened in response to natural gas (...) development and is related to how individuals, communities and the Machiguenga engage in identity work. We also discuss broader implications for management ethics, including a discussion of how Indigenous self-identify processes create a challenge for stakeholder theory. (shrink)