Strategic Collaboration Between Nonprofits and Businesses

By J. Austin. 2000

838 citations recorded by the source corpus.

Subfields: Demography, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c2dbe5510784e5156e25da81a125194d9229a6a1

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Citations in the corpus

A Regression Model Explaining Predisposition to Collaborate (2002, background): “In both Canada and the United States, the nonprofit sector has had to adapt to a changing funding relationship with the government and to the demands of increasingly complex social problems (Austin, 2000).”
Anatomy of the Nonprofit Starvation Cycle (2012, neutral): “…sector continue to grow, which can encourage common ways of communicating and integrating while retaining each organization’s unique advantage (Austin, 2000; Dorado, Giles, & Welch, 2009; Eisenberg & Eschenfelder, 2009; Selsky & Parker, 2005); further, many nonprofit firms face a competitive…”
Enhancing the Impact of Cross-Sector Partnerships (2016, background): “Austin (2000) was the first to label these alliances the”
The Role of Collaboration in Achieving Corporate Social Responsibility Objectives (2009, background): “Austin positions corporate involvement along a continuum.(3) At the one end, relationships where firms make traditional donations are labeled philanthropic.”
Outcomes to Partners in Multi-Stakeholder Cross-Sector Partnerships: A Resource-Based View (2019, background): “Notable partner resources discussed in the CSSP literature but not considered by partnership researchers using RBV to study partnerships, include joint learning (Bryson, Crosby, & Stone, 2006), co-creation of value (Austin & Seitanidi, 2012a), employee retention and attraction (Austin, 2000), and pl”
New perspectives on learning and innovation in cross-sector collaborations (2012, neutral): “They tend to share less in terms of organizational culture (Austin, 2000; Berger et al., 2004; Waddell & Brown, 1997), missions (Kanter, 1999; Rondinelli & London, 2003; Waddell & Brown, 1997), views about what constitutes performance and social value (Hardy et al., 2006; Le Ber & Branzei,…”
Trickle Effects of Cross-Sector Social Partnerships (2010, background): “Drivers of nonprofit engagement may not only be resource-related (such as funds, goods, services, a greater volunteer base, technical or management skills), but also broader visibility and publicity (Austin, 2000; Elkington and Fennell, 1998; Kolk et al., 2008).”
Enhancing the Impact of Cross-Sector Partnerships (2015, background): “partnerships were characterized by an absence of formal planning (Austin 2000; Jamali and Keshishian 2009; Seitanidi et al. 2010), and modest or partial consideration and evaluation of anticipated outcomes and impacts (Margolis and Walsh 2003).”
Sustaining Inter-organizational Relationships Across Institutional Logics and Power Asymmetries: The Case of Fair Trade (2016, background): “To date, work on theorizing inter-organizational relationships has proved to be rich and diverse (Gray and Wood 1991; Austin 2000; Dorado et al. 2009).”
Cross-Sector Alliance Learning and Effectiveness of Voluntary Codes of Corporate Social Responsibility (2006, background): “There is less research on learning in private public partnerships (PPPs) (Samii, Van Wassenhove, and Bhattacharya 2002) and other cross-sector alliances (Brinkerhoff 2002).”
Building Value at the Top and the Bottom of the Global Supply Chain: MNC-NGO Partnerships (2008, background): “NGOs has multiplied in recent years.(6) Researchers have analyzed the NGO strategies to pressure business, how firms react to such influence, and the motivations behind collaborations.”