Cross-sector Partnerships between Companies and Not-for-profit Organizations within Corporate Social Responsibility: Aspects of Legitimacy

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dc.contributor Hanken School of Economics, Department of Marketing, Supply Chain Management and Social Responsibility sv
dc.contributor Hanken Svenska handelshögskolan, Institutionen för marknadsföring, Logistik och samhällsansvar sv Herlin, Heidi 2021-06-15T15:30:20Z 2021-06-15T15:30:20Z 2021-06-15
dc.identifier.isbn 978-952-232-435-1 (Printed)
dc.identifier.isbn 978-952-232-436-8 (PDF)
dc.identifier.issn 0424-7256 (Printed)
dc.identifier.issn 2242-699X (PDF)
dc.description.abstract The overall aim of this dissertation is to examine how cross-sector partnerships (CSPs) affect non-profit organizational legitimacy (NPO legitimacy) and how involved parties create legitimacy for CSPs. The emergent form of CSPs as a joint attempt to solve global meta-problems such as poverty, climate change, species extinction, and deterioration of key natural resources can result in benefits for both parties involved. However, CSPs can also be risky if they are not managed properly, particularly in relation to organizational legitimacy for the NPOs. The dissertation also focuses on how involved parties create legitimacy for the CSPs through the concept of corporate social responsibility (CSR). The theoretical foundations of the thesis are legitimacy theory, organizational identity theory, and boundary organizations, as well as bridging institutional entrepreneurship. Based on several case studies, combined with a research approach inspired by critical discourse analysis, the thesis comes up with a number of conclusions. The main theoretical contribution is providing a link between Austin’s collaboration continuum for CSPs and the concept of legitimacy of the NPOs. The more integrative a CSP becomes, the bigger the risk for damage to NPO legitimacy, due to complex management and difficulty of selecting appropriate corporate partners. This concerns particularly CSPs with large companies, such as MNCs or TNCs. Short-term project-based, philanthropic, or transactional partnerships, which are managed and controlled by the NPO, are safer. NPOs should also choose corporate partners with similar values. However, co-branding campaigns should be avoided. The research also shows that third-party organizations, such as corporate foundations, may act as boundary organizations between their founding companies and NPOs, and may help move existing partnerships along the collaboration continuum. Boundary organizations may also help in the sustenance of CSPs by allowing multiple logics to be combined. The findings reveal that CSR is used in the legitimation of the CSPs in order to create a distance between the two organizations and replace moral with technical responsibility. In addition, the NPOs are forced to outsource the selection of appropriate corporate partners to intermediaries, thereby becoming morally mute. NPOs must not, as a result of being involved in partnerships with companies, lose their critical vigilance of industry and should openly discuss tensions arising from their private sector involvement. sv
dc.language.iso en sv
dc.publisher Hanken School of Economics sv
dc.publisher Hanken Svenska handelshögskolan sv
dc.relation.ispartofseries Economics and society - 348 sv
dc.relation.ispartofseries Ekonomi och samhälle - 348 sv
dc.subject non-profit organizations sv
dc.subject collaboration sv
dc.subject corporate social responsibility sv
dc.subject cross-sector partnerships sv
dc.subject legitimacy sv
dc.subject.other Supply Chain Managment and Social Responsibility sv
dc.title Cross-sector Partnerships between Companies and Not-for-profit Organizations within Corporate Social Responsibility: Aspects of Legitimacy sv
dc.identifier.urn URN:NBN:fi:hanken-202106151169 2021-06-23

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