Corporate-NGO Collaboration: Co-creating New Business Models for Developing Markets

By Nicolas M. Dahan, Jonathan P. Doh, Jennifer M. Oetzel, M. Yaziji. 2010

647 citations recorded by the source corpus.

Subfields: Business and International Management, Development, Marketing

View Paper: https://www.semanticscholar.org/paper/60b5fd42d7cdb0d58f206f5ac667e714f1c77bb8

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Business and International Management

In Development

In Marketing

Citations in the corpus

Resources and Governance in "Base of the Pyramid"-Partnerships: Assessing Collaborations between Businesses and Non-Business Actors (2014, background): “…regularly highlight the importance of non-traditional actor combinations involving actors well beyond the business sphere, such as CSOs (e.g., Dahan et al., 2010; Doh & Teegen, 2002; Rivera-Santos & Rufín, 2010c; Vachani, Doh, & Teegen, 2009; Webb et al., 2010) or government agencies…”
Reflexivity in Sustainability Accounting and Management: Transcending the Economic Focus of Corporate Sustainability (2014, background): “The literature on cross sector partnerships regards the cooperation between business firms and non-governmental organizations as a means to tackle social problems (Selsky and Parker 2005) and to access additional sources of knowledge (Dahan et al. 2010; Rondinelli and London 2003).”
The role of social value creation in business model formulation at the bottom of the pyramid - Implications for MNEs? (2014, background): “• community acc eptance/l egi macy Market po wer • lack of capacity to li nk directly with buyers (London et al. 2010; Dahan et al. 2010) • lack of direct access to end markets (London et al.”
International business responses to institutional voids (2017, background): “Indeed, work by Dahan et al. (2010) shows how MNEs mitigate resource deficiencies in adapting their business models to institutionally challenging settings through collaboration with NGOs.”
Business Models for Sustainable Innovation: State of the Art and Steps Towards a Research Agenda (2013, background): “311) Not least, the magnitude of business model change depends on the kind of partnership, such as firm/NGO collaboration, which is required to create social value and maximize social profit (Chesbrough et al., 2006; Dahan et al., 2010; Kanter, 1999).”
The Governance of Global Value Chains: Unresolved Human Rights, Environmental and Ethical Dilemmas in the Apple Supply Chain (2015, background): “…integration, assist in formulating sustainable standards, and stimulate cooperative behaviour amongst stakeholders throughout global value chains (Dahan et al. 2010; Perez-Aleman and Sandilands 2008) Multi-stakeholder initiatives are often portrayed as more legitimate, compared to industry-led…”
Incumbents and business model innovation for the sharing economy: Implications for sustainability (2019, background): “In order to provide an additional data triangulation (Denzin, 1978), information was collected from the website of the sharing platform related to the specific case, from communications about the business model innovation for sharing by the actors involved and, if not present or sufficient,…”
The business model: Present and future—beyond a skeumorph (2013, methodology): “The business model has been considered context dependent (e.g. Dahan et al., 2010; Zott and Amit, 2007), firm dependent (e.g. Rajgopal et al., 2003), and time dependent (i.e. static; George and Bock, 2011).”
Strategic Corporate Social Responsibility of Multinational Companies Subsidiaries in Emerging Markets: Evidence from China (2016, background): “, 2015; Zhao, 2012) that developing a network of relationships with non-business and non-traditional actors and having stakeholder support from socio-political constituencies and relationships can enable an MNC to innovate by developing a new value proposition for their customers, suppliers, and oth”
Advancing Nonmarket Strategy Research: Institutional Perspectives in a Changing World (2012, background): “…et al., 2002; Zelner et al., 2009), public administration (Boyne, 2002; Rashman et al., 2009), and, more recently, the social and environmental obligations of firms as they interact with their external stakeholders (Boddewyn & Doh, 2011; Husted & Allen, 2010; Yaziji, 2010; Yaziji & Doh, 2009).”