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  1. Does Cross-Sector Collaboration Lead to Higher Nonprofit Capacity?Michelle Shumate, Jiawei Sophia Fu & Katherine R. Cooper - 2018 - Journal of Business Ethics 150 (2):385-399.
    Cross-sector social partnership case-based theory and research have long argued that nonprofits that engage in more integrative and enduring cross-sector partnerships should increase their organizational capacity. By increasing their capacity, nonprofits increase their ability to contribute to systemic change. The current research investigates this claim in a large-scale empirical research study. In particular, this study examines whether nonprofits that have a greater number of integrated cross-sector partnerships have greater capacities for financial management, strategic planning, external communication, board leadership, mission orientation, (...)
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  • How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?Gordon Liu, Wai Wai Ko & Chris Chapleo - 2018 - Journal of Business Ethics 151 (2):497-516.
    Social alliance is defined as the collaboration between for-profit and nonprofit organizations. Building on the insights derived from the resource-based theory, we develop a conceptual framework to explain how socially entrepreneurial nonprofit organizations can improve their social alliance performance by adopting strategic alliance management routines. We test our framework using the data collected from 203 UK-based SENPOs in the context of cause-related marketing campaign-derived social alliances. Our results confirm a positive relationship between social alliance management routines and social alliance performance. (...)
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  • Strategic Alliance Formation and Structural Configuration.Haiying Lin & Nicole Darnall - 2015 - Journal of Business Ethics 127 (3):549-564.
    While previous research considering the emergence of strategic alliances has typically viewed their formation through a single theoretical lens, we suggest that multiple theoretical perspectives are needed to understand their complexity. This research conceptually integrates the resource-based view and institutional theory to assess variations in firm-level motivations to form strategic alliances. Applying these ideas to the context of complex environmental problems, we propose that strategic alliances typically are either competency- or legitimacy-oriented, and that four structural dimensions characterize both types of (...)
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  • Cross‐Sector Partnerships: An Examination of Success Factors.Laura Pincus Hartman & Kanwalroop Kathy Dhanda - 2018 - Business and Society Review 123 (1):181-214.
    In this paper, we examine the drivers involved in an alternative business model: cross-sector social partnerships between for-profit, predominantly multinational corporations and nonprofit organizations. We explore these cross-sector social partnerships from the perspective of these primary stakeholders, examining the questions of power differentials and the definitions and determinants of success. In order more deeply to understand these drivers, we review the evolution of the concept of “value” and the perception of the value that each stakeholder brings to the partnership. We (...)
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  • A Text Mining-Based Review of Cause-Related Marketing Literature.João Guerreiro, Paulo Rita & Duarte Trigueiros - 2016 - Journal of Business Ethics 139 (1):111-128.
    Cause-related marketing has risen to become a popular strategy to increase business value through profit-motivated giving. Despite the growing number of articles published in the last decade, no comprehensive analysis of the most discussed constructs of cause-related marketing is available. This paper uses an advanced Text Mining methodology to conduct a comprehensive analysis of 246 articles published in 40 different journals between 1988 and 2013 on the subject of cause-related marketing. Text Mining also allows quantitative analyses to be performed on (...)
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  • Intra‐stakeholder alliances in plant‐closing decisions: A stakeholder theory approach.Yves Fassin, Simone de Colle & R. Edward Freeman - 2017 - Business Ethics: A European Review 26 (2):97-111.
    This article discusses plant-closing decisions by multinational enterprises applying a stakeholder theory approach. In particular, we focus on the emergence of “intra-stakeholder alliances,” that is, alliances among the various stakeholder groups of a specific corporation. We analyze the emergence of stakeholder alliances in reaction to MNEs' decisions to terminate production locally and discuss their influence on the outcomes of such decisions. Our research is inspired by two exceptional case studies of two multinational breweries that announced their decisions to close niche (...)
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