The role of collaboration in achieving corporate social responsibility objectives

California Management Review

Volumn 51, Issue 3, 2009, Pages

  Peloza, John ^a   Falkenberg, Loren ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 67651006732     PISSN: 00081256     EISSN: None     Source Type: Journal    
DOI: 10.2307/41166495     Document Type: Article

References (73)

1. See, for example: Marc Orlitzky, Frank Schmidt, and Sara Rynes, "Corporate Social and Financial Performance: A Meta-Analysis," Organization Studies, 24/3 (2003): 403-441;
2. Joshua Margolis and James P. Walsh, "Misery Loves Companies: Rethinking Social Initiatives by Business," Administrative Science Quarterly, 48/2 (June 2003): 268-305;
3. N. Craig Smith, "Corporate Social Responsibility: Whether or How?" California Management Review, 45/4 (Summer 2003): 52-76;
4. David J. Vogel, "Is There a Market for Virtue? The Business Case for Corporate Social Responsibility," California Management Review, 47/4 (Summer 2005): 19-45.
5. David Hess, Nicolai Rogovsky, and Thomas W. Dunfee, "The Next Wave of Corporate Community Involvement: Corporate Social Initiatives," California Management Review, 44/2 (Winter 2002): 110-125.
6. James E. Austin, "Strategic Collaboration Between Nonprofits and Businesses," Nonprofit & Voluntary Sector Quarterly, 29/1 (March 2000): 69-97.
7. John W. Selsky and Barbara Parker, "Cross-Sector Partnerships to Address Social Issues: Challenges to Theory and Practice," Journal of Management, 31/6 (December 2005): 849-873.
8. See, for example, Austin, op. cit.;
9. Ida E. Berger, Peggy Cunningham, and Minette E. Drumwright, "Mainstreaming Corporate Social Responsibility: Developing Markets for Virtue," California Management Review, 49/4 (Summer 2007): 132-157;
10. Michael Yaziji, "Turning Gadflies into Allies, "Harvard Business Review, 82/2 (February 2004): 110-115.
11. For recent work on the benefits of communal strategies for firms, see Michael L. Barnett, "Finding A Working Balance Between Competitive and Communal Strategies," Journal of Management Studies, 43/8 (December 2006): 1753-1773;
12. Michael L. Barnett, "Waves of Collectivizing: A Dynamic Model of Competition and Cooperation Over the Life of an Industry," Corporate Reputation Review, 8/4 (Winter 2006): 272-292.
13. Michael L. Barnett, "Stakeholder Influence Capacity and the Variability of Financial Returns to Corporate Social Responsibility," Academy of Management Review, 32/3 (July 2007): 794-816.
14. Smith, op. cit.
15. Michael Porter and Michael Kramer, "The Competitive Advantage of Corporate Philanthropy," Harvard Business Review, 80/12 (December 2002): 57-68.
16. For research on the consumer audience, see, for example, Donald R. Lichtenstein, Minette E. Drumwright, and Bridgette M. Braig, "The Effect of Corporate Social Responsibility on Customer Donations to Corporate-Supported Nonprofits," Journal of Marketing, 68/4 (October 2004): 16-32.
17. For research on the employee stakeholder, see Daniel Turban and Daniel Greening, "Corporate Social Performance and Organizational Attractiveness to Prospective Employees," Academy of' Management Journal, 40/3 (June 1997): 658-672.
18. See, for example, Petra Christmann, "Effects of 'Best Practices' of Environmental Management on Cost Advantage: The Role of Complementary Assets," Academy of Management Journal, 43/4 (August 2000): 663-680;
19. Stuart Hart, "A Natural-Resource-Based View of the Firm," Academy of Management Review, 20/4 (October 1995): 986-1014;
20. Michael Porter and Claas van der Linde, "Green and Competitive: Ending the Stalemate," Harvard Business Review, 73/5 (September/October 1995): 120-134.
21. Dennis A. Rondinelli and Ted London, "How Corporations and Environmental Groups Cooperate: Assessing Cross-Sector Alliances and Collaborations," Academy of Management Executive, 17/1 (February 2003): 61-76.
22. Rosabeth Moss Kanter, "Spare Change to Real Change," Harvard Business Review, 77/3 (May/ Junel999): 122-132.
23. Minette E. Drumwright, "Company Advertising With a Social Dimension: The Role of Non-economic Criteria," Journal of Marketing, 60/4 (October 1996): 71-87.
24. Carolyn J. Simmons and Karen L. Becker-Olsen, "Achieving Marketing Objectives Through Social Sponsorships," Journal of Marketing, 70/4 (October 2006): 154-169.
25. Andrew King, "Cooperation Between Corporations and Environmental Groups: A Transaction Cost Perspective," Academy of Management Review, 32/3 (July 2007): 889-900.
26. Zadek provides a case study of Nike's development from an ignorance of social issues to leading advocate. Simon Zadek, "The Path to Corporate Social Responsibility," Harvard Business Review, 82/12 (December 2004): 125-133.
27. Philip Mirvis and Bradley Googins, "Stages of Corporate Citizenship," California Management Review, 48/2 (Winter 2006): 104-123.
28. Joseph Galaskiewicz, "An Urban Grants Economy Revisited: Corporate Charitable Contributions in the Twin Cities, 1971-81, 1987-89," Administrative Science Quarterly, 42/3 (September 1997): 445-471.
29. Porter and Kramer, op. cit.
30. Donald H. Schepers, "The Impact of NGO Network Conflict on the Corporate Social Responsibility Strategies of Multinational Corporations," Business & Society, 45/3 (September 2006): 282-299.
31. A case study of the Caterpillar experience in Brazil is available: Margaret Griesse, "Caterpillar's Interactions with Piracicaba, Brazil: A Community-based Analysis of CSR," Journal of Business Ethics, 73/1 (June 2007): 39-51.
32. Barnett (December 2006), op. cit.;
33. Barnett (Winter 2006), op. cit.
34. Barnett (Winter 2006), op. cit.
35. Pratima Bansal and Kendall Roth, "Why Companies Go Green: A Model of Ecological Responsiveness," Academy of Management Journal, 43/4 (August 2000): 717-736.
36. Stephanie Bertels and John Peloza, "Running to Stand Still: Managing CSR in an Era of Ratcheting Expectations," Corporate Reputation Review, 11/1 (2009): 56-72. A collection of papers in a forthcoming issue of Corporate Reputation Review ("Beyond Corporate Reputation: Managing Reputational Interdependence") is dedicated to the study the relationships between firm and industry reputations.
37. Gautam Ahuja, "Collaboration Networks, Structural Holes and Innovation: A Longitudinal Study," Administrative Science Quarterly, 45/3 (September 2000): 425-455.
38. For a review of firms' efforts to self-regulate and influence public policy on issues related to the environment, see Ans Kolk and Jonatan Pinkse, "Multinationals' Political Activities on Climate Change," Business & Society, 46/2 (June 2007): 201-228.
39. Ian Maitland, "The Limits of Business Self-Regulation," California Management Review, 27/3 (Spring 1985): 132-148.
40. Barnett argues that similarities among firms will lead to increased investment in collaborative initiatives. Barnett (December 2006), op. cit.
41. Mirvis and Googins, op. cit.
42. More information on this case study is available from James E. Post, Lee E. Preston, and Sybille Sachs, Redefining the Corporation: Stakeholder Management and Organizational Wealth (Stanford, CA: Stanford Business Books, 2002).
43. Brugmann and Prahalad provide additional detail of IBM's experience in India. Jeb Brugmann and C.K. Prahalad, "Cocreating Business's New Social Impact," Harvard Business Review, 85/2 (February 2007): 80-90.
44. A comprehensive review of the relationships between Starbucks and NGOs can be found in Paul A. Argenti, "Collaborating with Activists: How Starbucks Works with NGOs," 47/1 (Fall 2004): 91-116.
45. Barnett provides an excellent review of the incremental benefits that accrue to leading firms when they invest in initiatives that benefit not only the institutional entrepreneur but other firms as well. Barnett (December 2006), op. cit.
46. Keith G. Proven, Mark A. Veazie, Lisa K. Staten, and Nicolette I. Teufel-Shone, "The Use of Network Analysis to Strengthen Community Partnerships," Public Administration Review, 65/5 (September/October 2005): 603-613.
47. Kathleen Rehbein, Sandra Waddock, and Samuel B. Graves, "Understanding Shareholder Activism: Which Corporations Are Targeted?" Business & Society, 43/3 (September 2004): 239-267.
48. King, op. cit.
49. Argenti, op. cit.
50. Proven et al., op. cit.
51. Argenti, op. cit.
52. Selsky and Parker, op. cit.
53. Turcotte and Pasquero review some of the challenges unique to multiparty collaboration. Marie-France Turcotte and Jean Pasquero, "The Paradox of Multistakeholder Collaborative Roundtables," The Journal of Applied Behavioral Science, 37/4 (December 2001): 447-464.
54. Jamie R. Hendry, "Taking Aim at Business: What Factors Lead Environmental Non-Governmental Organizations to Target Particular Firms?" Business & Society, 45/1 (March 2006): 47-86.
55. Aaron Chatterji and David Levine, "Breaking Down the Wall of Codes: Evaluating Non-Financial Performance Measurement," California Management Review, 48/2 (Winter 2006): 29-51.
56. Eugene Bardach, Getting Agencies to Work Together: The Practice and Theory of Managerial Craftsmanship (Washington, D.C.: The Brookings Institute, 1999);
57. Mark A. Hager, Joseph Galaskiewicz, and Jeff A. Larson, "Structural Embeddedness and the Liability of Newness Among Nonprofit Organizations," Public Management Review, 6/2 (June 2004): 159-188.
58. Daniel J. Brass, Joseph Galaskiewicz, Henrich R. Greve, and Wenpin Tsai, "Taking Stock of Networks and Organizations: A Multilevel Perspective," Academy of Management Journal, 47/6 (December 2004): 795-817.
59. Schepers, op. cit.
60. Margolis and Walsh, op. cit.
61. Keith G. Provan and H.B. Milward, "A Preliminary Theory of Interorganizational Network Effectiveness: A Comparative Study of Four Community Mental Health Systems," Administrative Science Quarterly, 40/1 (March 1995): 1-33.
62. Simon Zadek, The Civil Corporation: The New Economy of Corporate Citizenship (London: Earthscan, 2001);
63. Hildy Teegan, Jonathan P. Doh, and Sushil Vachani, "The Importance of Nongovernmental Organizations (NGOs) in Global Governance and Value Creation: An International Business Research Agenda," Journal of International Business Studies, 35/6 (November 2004): 463-483.
64. Quoted in Argenti, op. cit., p. 108.
65. Barbara Parker and John W. Selsky, "Interface Dynamics in Cause-Based Partnerships: An Exploration of Emergent Culture," Nonprofit and Voluntary Sector Quarterly, 33/3 (September 2004): 458-488;
66. Rondinelli and London, op. cit.
67. Bertels and Peloza, op. cit.
68. Bansal and Roth, op. cit.
69. Michael J. Lenox, "The Role of Private Decentralized Institutions in Sustaining Industry Self-Regulation," Organization Science, 17/6 (November/December 2006): 677-690.
70. Barnett provides an extensive review of the benefits of communal investments beyond those explored here. Barnett (December 2006), op. cit.
71. Bertels and Peloza, op. cit.
72. Smith, op. cit.
73. Joshua Margolis, Hillary Anger Elfenbein, and James P. Walsh, "Does it Pay to be Good? A Meta-Analysis and Redirection of Research on the Relationship Between Corporate Social and Financial Performance," working paper. Harvard Business School.