Partnerships between businesses (BUS) and non- 14 profit organizations (NPOs) are an increasingly 15 prominent element of CSR (corporate social 16 responsibility) implementation. CSR-oriented 17 partnerships between BUS and NPO are one of 18 the different types that represent what is referred 19 to as “social partnerships” or as recently named 20 “cross-sector partnerships that address social 21 issues” (CSSPs). Such cross-sector partnerships 22 have been one of the most exciting and challeng- 23 ing ways that organizations have been 24 implementing CSR in recent years. 25 According to Waddock (1989), social partner- 26 ships are a commitment by a corporation or 27 a group of corporations to work with an organi- 28 zation from a different economic sector (public or nonprofit). They involve a commitment of 29 resources, time, and effort – that is more than 30 merely monetary – by individuals from all 31 partner organizations who work cooperatively to 32 solve problems that affect them all and whose 33 solutions benefit all partners, as well as society 34 at large. Social partnerships can be appreciated as 35 a “social problem-solving mechanisms among 36 organizations” (Waddock 1989, p. 79). Follow- 37 ing CSR, social partnerships can lead to organi- 38 zational and social change by addressing the 39 shortcomings of corporate policies and programs 40 through the development of cross-sector social 41 interactions that have the potential to transform 42 organizations and societies. 43 Representing the alignment of strategic 44 business interests with societal expectations, 45 BUS–NPOs partnerships offer considerable 46 insight into the dynamics of CSR implementa- 47 tion. The spectrum of CSR implementation 48 ranges from “window dressing” to embedded 49 practices in the operations and strategy of corpo- 50 rations. Similarly, the quality of implementation 51 in social partnership can range from rhetoric to 52 reality, affecting the change it can achieve 53 (Seitanidi et al. 2010). Studying social partner- 54 ships as change mechanisms is important in 55 understanding the interplay of factors and 56 dynamics that lead to the social change 57 potential of CSR implementation practices and 58 of CSR-oriented partnership involving for and 59nonprofit (both private and public) organizations. 60

Partnerships for CSR

DEL BALDO, MARA
2013

Abstract

Partnerships between businesses (BUS) and non- 14 profit organizations (NPOs) are an increasingly 15 prominent element of CSR (corporate social 16 responsibility) implementation. CSR-oriented 17 partnerships between BUS and NPO are one of 18 the different types that represent what is referred 19 to as “social partnerships” or as recently named 20 “cross-sector partnerships that address social 21 issues” (CSSPs). Such cross-sector partnerships 22 have been one of the most exciting and challeng- 23 ing ways that organizations have been 24 implementing CSR in recent years. 25 According to Waddock (1989), social partner- 26 ships are a commitment by a corporation or 27 a group of corporations to work with an organi- 28 zation from a different economic sector (public or nonprofit). They involve a commitment of 29 resources, time, and effort – that is more than 30 merely monetary – by individuals from all 31 partner organizations who work cooperatively to 32 solve problems that affect them all and whose 33 solutions benefit all partners, as well as society 34 at large. Social partnerships can be appreciated as 35 a “social problem-solving mechanisms among 36 organizations” (Waddock 1989, p. 79). Follow- 37 ing CSR, social partnerships can lead to organi- 38 zational and social change by addressing the 39 shortcomings of corporate policies and programs 40 through the development of cross-sector social 41 interactions that have the potential to transform 42 organizations and societies. 43 Representing the alignment of strategic 44 business interests with societal expectations, 45 BUS–NPOs partnerships offer considerable 46 insight into the dynamics of CSR implementa- 47 tion. The spectrum of CSR implementation 48 ranges from “window dressing” to embedded 49 practices in the operations and strategy of corpo- 50 rations. Similarly, the quality of implementation 51 in social partnership can range from rhetoric to 52 reality, affecting the change it can achieve 53 (Seitanidi et al. 2010). Studying social partner- 54 ships as change mechanisms is important in 55 understanding the interplay of factors and 56 dynamics that lead to the social change 57 potential of CSR implementation practices and 58 of CSR-oriented partnership involving for and 59nonprofit (both private and public) organizations. 60
2013
9783642280351
9783642280368
9783642280870
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11576/2530620
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