Shumate et al. (2018)Shumate, M., Fu, J. S., & Cooper, K. R. (2018). Does cross-sector collaboration lead to higher nonprofit capacity? Journal of Business Ethics, 150(2), 385-399. doi: 10.1007/s10551-018-3856-8 https://doi.org/10.1007/s10551-018-3856-...
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Cross-sector network portfolio / Adaptive and operational capacity / Average duration of partnerships |
Jones et al. (2017)Jones, G. J., Edwards, M. B., Bocarro, J. N., Bunds, K. S., Smith, W., Jones, G. J., … Kyle, S. (2017). A structural perspective of cross-sector partnerships involving youth sport nonprofit organizations. European Sport Management Quarterly, 18(2), 133-155. doi: 10.1080/16184742.2017.1322625 https://doi.org/10.1080/16184742.2017.13...
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Structural Characteristics (Integration Mechanisms, formalization, size, external control, Inner stability) / Contextual Characteristics (System stability, resource munificence, community cohesion) /Function characteristics (Buffering/Nurturing, steering processes, managerial work, generic networking) |
Lyakhov and Gliedt (2017)Lyakhov, A., & Gliedt, T. (2017). Understanding collaborative value creation by environmental nonprofit and renewable energy business partnerships. Voluntas, 28(4), 1448-1472. doi; 10.1007/s11266-016-9691-6 https://doi.org/10.1007/s11266-016-9691-...
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Political opportunity structure / political ideology / environmental philosophy |
Álvarez-González et al. (2017)Álvarez-González, L. I., García-Rodríguez, N., Rey-García, M., & Sanzo-Perez, M. J. (2017). Business-nonprofit partnerships as a driver of internal marketing in nonprofit organizations: Consequences for nonprofit performance and moderators. BRQ Business Research Quarterly, 20(2), 112-123. doi: 10.1016/j.brq.2017.01.001 https://doi.org/10.1016/j.brq.2017.01.00...
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Trust / affective commitment / internal marketing approach / volume of funding / scale of operations / mission accomplishment |
Liu et al. (2018)Liu, G., Wai, W., & Chris, K. (2018). How and when socially entrepreneurial nonprofit organizations benefit from adopting social alliance management routines to manage social alliances? Journal of Business Ethics, 151(2), 497-516. doi: 10.1007/s10551-016-3231-6 https://doi.org/10.1007/s10551-016-3231-...
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Social Alliance / Relationship-Building Motive / Social Alliance Benefits-Exploiting Motive / Mutual trust / Relational embeddedness / Relational commitment |
Moldovan et al. (2016)Moldovan, A. M., Greenley, M., & Lakatos, E. S. (2016). Corporate social responsibility, NGOs and business partnerships for social sustainability. Review of Applied Socio-Economic Research, 11(1), 51-56. Recuperado de http://www.reaser.eu http://www.reaser.eu...
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Collaboration of reputation / knowledge / effective resources |
Barroso-Mendez et al. (2015) |
Shared values / opportunistic behavior / trust / commitment / relationship learning / cooperation / functional conflict |
Bitzer and Glasbergen (2015)Bitzer, V., & Glasbergen, P. (2015). Business-NGO partnerships in global value chains: Part of the solution or part of the problem of sustainable change? Current Opinion in Environmental Sustainability, 12, 35-40. doi: 10.1016/j.cosust.2014.08.012 https://doi.org/10.1016/j.cosust.2014.08...
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The ability for participation and inclusive arrangements / the contribution of market-based approaches to the problems targeted / impact of partnerships |
Hond et al. (2015)Hond, F. den, Bakker, F. G. A. de, & Doh, J. P. (2015). What prompts companies to collaboration with NGOs? Recent evidence from the Netherlands. Business & Society (54), 187-228. doi: 10.1177/0007650312439549 https://doi.org/10.1177/0007650312439549...
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The level of commitment of the firm to CSR / the strategic fit between the firm’s and the NGO’s resources / the level of trust the firm has in NGOs / the frequency of contact with NGOs / prior level and perception of experience with NGOs / the level of pressure exerted by NGOs |
Harangozó and Zilahy (2015)Harangozó, G., & Zilahy, G. (2015). Cooperation between business and non-governmental organizations to promote sustainable development. Journal of Cleaner Production, 89, 18-31. doi: 10.1016/j.jclepro.2014.10.092 https://doi.org/10.1016/j.jclepro.2014.1...
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The size of organizations / motivation / NGOs can most effectively influence the business sector |
Skagerlind et al. (2015)Skagerlind, H. H., Westman, M. O. A., & Berglund, H. (2015). Cross-sector partnerships: The state, and the corporate. Business and Society Review, 120(2), 245-275
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Partner relations, roles, and responsibilities / trust and motivation / agenda setting, autonomy, ownership, and participation / cost x benefit allocation / complementary core competencies and critical cooperation |
Murphy et al. (2015)Murphy, M., Arenas, D., & Batista, J. M. (2015). Value creation in cross-sector collaborations: The roles of experience and alignment. Journal of Business Ethics, 130(1), 145-162. https://doi.org/10.1007/s10551-014-2204-x https://doi.org/10.1007/s10551-014-2204-...
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Prior experience / alignment of partners |
Sanzo et al. (2015a)Sanzo, M. J., Álvarez, L. I., Rey, M., & García, N. (2015a). Business-nonprofit partnerships: Do their effects extend beyond the charitable donor-recipient model? Nonprofit and Voluntary Sector Quarterly, 44(2), 379-400. doi: 10.1177/0899764013517770 https://doi.org/10.1177/0899764013517770...
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Trust / affective commitment / innovation development / information and communication technology competence / internal marketing / visibility / scale of operations / funding / mission accomplishment |
Sanzo et al. (2015b)Sanzo, M. J., Álvarez, L. I., Rey, M., & García, N. (2015b). Business nonprofit partnerships: A new form of collaboration in a corporate responsibility and social innovation context. Service Business, 9(4), 611-636. doi: 10.1007/s11628-014-0242-1 https://doi.org/10.1007/s11628-014-0242-...
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Perceived value / communication / mission and strategy alignment (lower conflict and lower reputation damage risk) / trust / commitment |
Zatepilina-Monacell (2015)Zatepilina-Monacell, O. (2015). Small business-nonprofit collaboration: Locally owned businesses want to take their relationships with community-based NPOs to the next level. Journal of Nonprofit & Public Sector Marketing, 27(2), 216-237. doi: 10.1080/10495142.2015.1011511 https://doi.org/10.1080/10495142.2015.10...
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Types and motives for community involvement / expectations of community involvement and of NPO partners / the desired type of relationship with community-based NPOs |
Al-Tabbaa et al. (2014)Al-Tabbaa, O., Leach, D., & March, J. (2014). Collaboration between nonprofit and business sectors: A framework to guide strategy development for nonprofit organizations. Voluntas, 25(3), 657-678. doi: 10.1007/s11266-013-9357-6 https://doi.org/10.1007/s11266-013-9357-...
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Context (Nonprofit Business Collaboration - NBC - purpose, stakeholder expectation, nonprofit competition and cultural barrier) / content (collaboration level and strategic position) / process (power imbalance, communication channels and transaction costs) |
Boenigk Silke and Viktoria (2015)Silke, B., & Viktoria, S. (2015). Nonprofit collaboration with luxury brands: Positive and negative effects for cause-related marketing. Nonprofit and Voluntary Sector Quarterly, 44(4), 708-733
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Cause related Marketing (CRM) donations / NPO attitudes / donor acquisition / attitudes toward partnership / fit of CRM partners / organizational identification |
Burchell and Cook (2013)Burchell, J., & Cook, J. (2013). Sleeping with the enemy? Strategic transformations in business-NGO relationships through stakeholder dialogue. Journal of Business Ethics, 113(3), 505-518. doi: 10.1007/s10551-012-1319-1 https://doi.org/10.1007/s10551-012-1319-...
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Transformations in the drivers for engagement / transformations in the processes of engagement / transformations in the terms of engagement |
Burgos (2013)Burgos, S. (2013). Corporations and social responsibility: NGOs in the ascendancy. The Journal of Business Strategy, 34(1), 21-29. doi: 10.1108/02756661311301756 https://doi.org/10.1108/0275666131130175...
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NPO trustful image / technology and the power shift to NGOs / the corporate response to NGO pressure |
Erakovich and Anderson (2013) |
Structural issues / core values / communicate with stakeholders / special interest / political officials / economic advisors / leaders of bureaucracy / values discovered / values aligned |
Schiller and Almog-Bar (2013)Schiller, R. S., & Almog-Bar, M. (2013). Revisiting collaborations between nonprofits and businesses: An NPO-Centric view and typology. Nonprofit and Voluntary Sector Quarterly, 42(5), 942-962. doi:10.1177/0899764012471753 https://doi.org/10.1177/0899764012471753...
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Mission-related collaborations / marketing collaborations/ learning collaborations / infrastructure collaborations / political collaborations and marginal collaborations |
Suárez and Hwang (2013)Suárez, D. F., & Hwang, H. (2013). Resource constraints or cultural conformity? Nonprofit relationships with businesses. Voluntas, 24(3), 581-605.
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Marketization and managerialism (rationalization, leader management degree and earned income) / resources and constraints (funding diversity, deficits and downturn) |
Austin and Seitanidi (2012aAustin, J. E., & Seitanidi, M. M. (2012a). Collaborative value creation: A review of partnering between nonprofits and businesses - Part 1. Value creation spectrum and collaboration stages. Nonprofit and Voluntary Sector Quarterly, 41(5), 726-758. doi: 10.1177/0899764012450777 https://doi.org/10.1177/0899764012450777...
, 2012b) |
Organizational fit / mobilize distinctive competencies / integrate their resources conjointly / perceive self-interests linked and fairness in the sharing of value |
Sakarya et al. (2012)Sakarya, S., Bodur, M., Yildirim-Oktem, O., & Selekler-Goksen, N. (2012). Social alliances: Business and social enterprise collaboration for social transformation. Journal of Business Research, 65(12), 1710-1720. doi: 10.1016/j.jbusres.2012.02.012 https://doi.org/10.1016/j.jbusres.2012.0...
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Inputs provided by the partners / outcomes / social transformation impact |
Liu and Ko (2011)Liu, G., & Ko, W. W. (2011). Social alliance and employee voluntary activities: A resource-based perspective. Journal of Business Ethics, 104(2), 251-268. doi: 10.1007/s10551-011-0907-9 https://doi.org/10.1007/s10551-011-0907-...
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Alliance formation / resource position / management approaches |
Dahan et al. (2010) |
Resources and skills / organizational fit, cultural compatibility and trust / understanding the unique conditions of developing countries / supporting local business environments |
Seitanidi et al. (2010)Seitanidi, M. M., Koufopoulos, D. N., & Palmer, P. (2010). Partnership formation for change: indicators for transformative potential in cross sector social partnerships. Journal of Business Ethics, 94(Suppl. 1), 139-161
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Organizational characteristics (transformative capacity) / partnership motivation (transformative intention) / history of interactions (transformative experience) |
Jamali and Keshishian (2009)Jamali, D., & Keshishian, T. (2009). Uneasy alliances: Lessons learned from partnerships between businesses and ngos in the context of CSR. Journal of Business Ethics, 84(2), 277-295.
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Resource dependency / commitment symmetry / common goal symmetry / intensive communication / alignment of cooperation working capability / converging working culture / individual excellence / importance / interdependence / investment / information / integration / institutionalization / integrity |
Seitanidi and Crane (2009)Seitanidi, M. M., & Crane, A. (2009). Implementing CSR through partnerships: Understanding the selection, design and institutionalisation of nonprofit-business partnerships. Journal of Business Ethics, 85(Suppl. 2), 413-429
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Partner selection (assessing the different option of NPO or business; informal risk assessment process) / partnership design (experimentation, adaptation, operationalization) / partnership institutionalization (relationship mastering, personal familiarization) |
Kolk et al. (2008)Kolk, A., Tulder, R. van, & Kostwinder, E. (2008). Business and partnerships for development. European Management Journal, 26(4), 262-273.
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Input (goals, motives and resources of individual partners) / throughput (partnership characteristics, dynamism and design.) / output (partnership objectives, sustainability and deliverables.) / outcome (impact) / efficiency (costs-benefit) / effectiveness (added value) |
Eweje (2007)Eweje, G. (2007). Strategic partnerships between MNEs and civil society: The post-WSSD perspectives. Sustainable Development, 15(1), 15-27. doi: 10.1002/sd.295 https://doi.org/10.1002/sd.295...
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Inter-organizational relationships / coordination mechanisms (mutual influence and shared control) |
Seitanidi (2007)Seitanidi, M. M. (2007). Intangible economy : How can investors deliver change in businesses? Lessons from nonprofit-business partnerships. Management Decision, 45(5), 853-865. doi: 10.1108/00251740710753675 https://doi.org/10.1108/0025174071075367...
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Trust / human resources / information / reputation |
Bryson et al. (2006)Bryson, J. M., Crosby, B. C., & Stone, M. M. (2006, December). The design and implementation of cross-sector collaboration: Propositions from the literature. Public Adminstration Review, 66, 17-18. doi: 10.1111/j.1540-6210.2006.00665.x https://doi.org/10.1111/j.1540-6210.2006...
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Initial conditions (general environment, sector failure and direct antecedents) / process dimensions (formal and informal: forging agreements, building leadership, building legitimacy, building trust and managing conflict planning) / structural and governance dimensions (formal and informal: membership, structural configuration and governance structure) / contingencies and constraints (type of collaboration, power imbalances and competing institutional logics) / outcomes (public value; first-, second-, and third-order effects; resilience and reassessment) / accountability issues (inputs, processes, and outputs; results management system; relationships with political and professional constituencies) |
Paton (2006)Paton, B. (2006). Collaboration among industry, civil society, and government for sustainability: A framework for identifying opportunities. Progress in Industrial Ecology - An International Journal, 3(12), 148-162.
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Structural foundation/ social foundation/ structural frontier/ strategic frontier |
Gajda (2004)Gajda, R. (2004). Utilizing collaboration theory to evalute strategic alliances. American Journal of Evaluation, 25(1), 65-77. doi: 10.1016/j.ameval.2003.11.002 https://doi.org/10.1016/j.ameval.2003.11...
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Integration / purpose / strategies and tasks /leadership and decision-marking/ interpersonal and communication |
Parker and Selsky (2004)Parker, B., & Selsky, J. W. (2004). Interface dynamics in cause-based partnerships: An exploration of emergent culture. Nonprofit and Voluntary Sector Quarterly, 33(3), 458-488.
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Integration / reculturation / separation |
Martínez (2003)Martínez, C. V. (2003). Social alliances for fundraising: How Spanish nonprofits are hedging the risks. Journal of Business Ethics, 47(3), 209-222. doi: 10.1023/A:1026212902564 https://doi.org/10.1023/A:1026212902564...
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Power imbalance (abuse conditions and parasitic attitude) / lack of partner match (unethical behavior and inability to manage the project) |
Wymer and Samu (2003)Wymer, W. W., & Samu, J. S. (2003). Dimensions of business and nonprofit collaborative relationships. Journal of Nonprofit & Public Sector Marketing, 11(1), 3-22
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Motivation / partner selection and fit (mission fit, management fit, workforce fit, target market fit, product/cause fit, cycle fit, and cultural fit.) / communication |
Ashman (2001)Ashman, D. (2001). Civil society collaboration with business: Bringing empowerment back in. World Development, 29(7), 1097-1113. doi: 10.1016/S0305-750X(01)00027-4 https://doi.org/10.1016/S0305-750X(01)00...
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Impact/ value creation (mutual benefits) / incentives / intermediary actors / shared control |
Austin (2000)Austin, J. E. (2000). Strategic collaboration between nonprofits and businesses. Nonprofit and Voluntary Sector Quarterly, 29(1), 69-97. doi: 10.1177/089976400773746346 https://doi.org/10.1177/0899764007737463...
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Alignment of strategy, mission, and / personal connection and relationships / value generation and shared vision / continual learning / focused attention / communication / organizational system / mutual expectations and accountability / Trust |