Strange bedfellows: Alliances between corporations and nonprofits

Handbook of Strategic Alliances

Volumn , Issue , 2006, Pages 353-366

  London, Ted ^a   Rondinelli, Dennis A ^a   O’Neill, Hugh ^a  

^a UNIVERSITY OF NORTH CAROLINA   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84951105592     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.4135/9781452231075.n19     Document Type: Chapter

References (50)

1. Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42, 1-34. doi:10.2307/2393807 http://dx.doi.org/10.2307/2393807
2. Burt, R. S. (1992). The social structure of competition. In N. Nohria & R. G. Eccles (Eds.), Networks and organizations: Structure, form, and action (pp. 57-91). Boston: Harvard Business School Press.
3. Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35, 128-152. doi:10.2307/2393553 http://dx.doi.org/10.2307/2393553
4. Conner, K. R., & Prahalad, C. K. (1996). A resource-based theory of the firm: Knowledge versus opportunism. Organization Science, 7, 477-501. doi:10.1287/orsc.7.5.477 http://dx.doi.org/10.1287/orsc.7.5.477
5. Das, T. K., & Teng, B. S. (1996). Risk types and inter-firm alliance structures. Journal of Management Studies, 33, 827-843. doi:10.1111/j.1467-6486.1996.tb00174.x http://dx.doi.org/10.1111/j.1467-6486.1996.tb00174.x
6. Das, T. K., & Teng, B. S. (1998). Between trust and control: Developing confidence in partner cooperation in alliances. Academy of Management Review, 23, 491-512.
7. Das, T. K., & Teng, B. S. (2000a). Instabilities of strategic alliances: An internal tensions perspective. Organization Science, 11, 77-101. doi:10.1287/orsc.11.1.77.12570 http://dx.doi.org/10.1287/orsc.11.1.77.12570
8. Das, T. K., & Teng, B. S. (2000b). A resource based theory of strategic alliances. Journal of Management, 26, 31-61.
9. Dutton, J. E., Ashford, S. J., O’Neill, R. M., Hayes, E., & Wierba, E. E. (1997). Reading the wind: How middle managers assess the context for selling issues to top managers. Strategic Management Journal, 18(5), 407-423. doi:10.1002/(SICI)1097-0266(199705)18:5<407::AID-SMJ881>3.0.CO;2-J http://dx.doi.org/10.1002/%28SICI%291097-0266%28199705%2918:5%3C407::AID-SMJ881%3E3.0.CO;2-J
10. Dutton, J. E., & Jackson, S. E. (1987). Categorizing strategic issues: Links to organizational action. Academy of Management Journal, 12(1), 76-90.
11. Dyer, J. H. (1997). Effective interfirm collaboration: How firms minimize transaction costs and maximize transaction value. Strategic Management Journal, 18, 535-556. doi:10.1002/(SICI)1097-0266(199708)18:7<535::AID-SMJ885>3.0.CO;2-Z http://dx.doi.org/10.1002/%28SICI%291097-0266%28199708%2918:7%3C535::AID-SMJ885%3E3.0.CO;2-Z
12. Eisenhardt, K. M., & Schoonhoven, C. B. (1996). Resource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms. Organization Science, 7, 136-150. doi:10.1287/orsc.7.2.136 http://dx.doi.org/10.1287/orsc.7.2.136
13. Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston: Pitman.
14. Gray, B. (1985). Conditions facilitating interorganizational collaboration. Human Relations, 38, 911-936. doi:10.1177/001872678503801001 http://dx.doi.org/10.1177/001872678503801001
15. Gulati, R. (1995a). Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of Management Journal, 38, 85-112. doi:10.2307/256729 http://dx.doi.org/10.2307/256729
16. Gulati, R. (1995b). Social structure and alliance formation: A longitudinal analysis. Administrative Science Quarterly, 40, 619-652. doi:10.2307/2393756 http://dx.doi.org/10.2307/2393756
17. Gulati, R. (1999). Network location and learning: The influence of network resources and firm capabilities on alliance formation. Strategic Management Journal, 20, 397-420. doi:10.1002/(SICI)1097-0266(199905)20:5<397::AID-SMJ35>3.0.CO;2-K http://dx.doi.org/10.1002/%28SICI%291097-0266%28199905%2920:5%3C397::AID-SMJ35%3E3.0.CO;2-K
18. Gulati, R., & Singh, H. (1998). The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances. Administrative Science Quarterly, 43, 781-814. doi:10.2307/2393616 http://dx.doi.org/10.2307/2393616
19. Hamel, G. (1991). Competition for competence and inter-partner learning within international strategic alliances [special issue]. Strategic Management Journal, 12, 83-103. doi:10.1002/smj.4250120908 http://dx.doi.org/10.1002/smj.4250120908
20. Harrison, J. S., Hitt, M. A., Hoskisson, R. E., & Ireland, R. D. (2001). Resource complementarity in business combinations: Extending the logic to organizational alliances. Journal of Management, 27, 679-690. doi:10.1177/014920630102700605 http://dx.doi.org/10.1177/014920630102700605
21. Hart, S. L., & Milstein, M. B. (1999). Global sustainability and the creative destruction of industries. Sloan Management Review, 41(1), 23-33.
22. Hill, C. W. L. (1990). Cooperation, opportunism, and the invisible hand: Implications for transaction cost theory. Academy of Management Review, 15, 500-513.
23. Inkpen, A. C. (2001). Strategic alliances. In M. A. Hitt, R. E. Freeman, & J. S. Harrison (Eds.), The Blackwell handbook of strategic management (pp. 409-432). Oxford: Blackwell.
24. Khanna, T., Gulati, R., & Nohria, N. (1998). The dynamics of learning alliances: Competition, cooperation, and relative scope. Strategic Management Journal, 19, 193-210. doi:10.1002/(SICI)1097-0266(199803)19:3<193::AID-SMJ949>3.0.CO;2-C http://dx.doi.org/10.1002/%28SICI%291097-0266%28199803%2919:3%3C193::AID-SMJ949%3E3.0.CO;2-C
25. Koza, M. P., & Lewin, A. Y. (1998). The co-evolution of strategic alliances. Organization Science, 9, 1-10. doi:10.1287/orsc.9.3.255 http://dx.doi.org/10.1287/orsc.9.3.255
26. Kumar, R., & Nti, K. O. (1998). Differential learning and interaction in alliance dynamics: A process and outcome discrepancy model. Organization Science, 9, 356-367. doi:10.1287/orsc.9.3.356 http://dx.doi.org/10.1287/orsc.9.3.356
27. Lane, P. J., & Lubatkin, M. (1998). Relative absorptive capacity and interorganizational learning. Strategic Management Journal, 19, 461-477. doi:10.1002/(SICI)1097-0266(199805)19:5<461::AID-SMJ953>3.0.CO;2-L http://dx.doi.org/10.1002/%28SICI%291097-0266%28199805%2919:5%3C461::AID-SMJ953%3E3.0.CO;2-L
28. Larsson, R., Bengtsson, L., Henriksson, K., & Sparks, J. (1998). The interorganizational learning dilemma: Collective knowledge development in strategic alliances. Organization Science, 9, 285-305. doi:10.1287/orsc.9.3.285 http://dx.doi.org/10.1287/orsc.9.3.285
29. London, T., & Rondinelli, D. A. (2003). Partnerships for learning: Managing tensions in nonprofit organizations’ alliances with corporations. Stanford Social Innovation Review, 1(3), 28-35.
30. London, T., Rondinelli, D. A., & O’Neill, H. M. (2004). Exploring uneasy learning alliances between corporations and non-profit organizations. In D. H. Nagao (Ed.), Proceedings of the Sixty-Third Annual Meeting of the Academy of Management (CD), ISSN 1543-8643.
31. Macaulay, S. (1963). Non-contractual relations in business: A preliminary study. American Sociological Review, 28, 55-67. doi:10.2307/2090458 http://dx.doi.org/10.2307/2090458
32. March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87. doi:10.1287/orsc.2.1.71 http://dx.doi.org/10.1287/orsc.2.1.71
33. Miles, R. H., & Cameron, K. S. (1982). Coffin nails and corporate strategies. Englewood Cliffs, NJ: Prentice Hall.
34. Milstein, M. B., Hart, S. L., & York, A. S. (2002). Coercion breeds variation: The differential impact of isomorphic pressures on environmental strategies. In A. J. Hoffman & M. J. Ventresca (Eds.), Organization, policy, and the natural environment (pp. 151-172). Palo Alto, CA: Stanford University Press.
35. Parkhe, A. (1991). Interfirm diversity, organizational learning, and longevity. Journal of International Business Studies, 22(4), 579-601. doi:10.1057/palgrave.jibs.8490315 http://dx.doi.org/10.1057/palgrave.jibs.8490315
36. Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. New York: Harper & Row.
37. Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.
38. Ring, P. S., & Van de Ven, A. H. (1992). Structuring cooperative relationships between organizations. Strategic Management Journal, 13, 483-498. doi:10.1002/smj.4250130702 http://dx.doi.org/10.1002/smj.4250130702
39. Ring, P. S., & Van de Ven, A. H. (1994). Developmental processes of cooperative interorganizational relationships. Academy of Management Journal, 19, 90-118.
40. Rondinelli, D. A., & London, T. (2001). Partnering for sustainability: Managing nonprofit organization-corporate environmental partnerships. Working Paper Series, Nonprofit Sector Research Fund, Aspen Institute, Washington, DC.
41. Rondinelli, D. A., & London, T. (2002). Stakeholder and corporate responsibilities in cross-sectoral environmental collaborations: Building value, legitimacy and trust. In J. Andriof, S. Waddock, B. Husted, & S. Rahman (Eds.), Unfolding stakeholder thinking: Theory, responsibility and engagement (pp. 201-215). Sheffield, UK: Greenleaf.
42. Rondinelli, D. A., & London, T. (2003). How corporations and environmental groups cooperate: Assessing cross-sector alliances and collaborations. Academy of Management Executive, 17(1), 61-76. doi:10.5465/AME.2003.9474812 http://dx.doi.org/10.5465/AME.2003.9474812
43. Rondinelli, D. A., & Morrison J. (2005). How a nonprofit corporation creates value for the private sector: Advanced Energy and Environments for Living program. Corporate environmental strategy, 12, 65-72.
44. Shaffer, B., & Hillman, A. J. (2000). The development of business-government strategies by diversified firms. Strategic Management Journal, 21, 175-190. doi:10.1002/(SICI)1097-0266(200002)21:2<175::AID-SMJ86>3.0.CO;2-L http://dx.doi.org/10.1002/%28SICI%291097-0266%28200002%2921:2%3C175::AID-SMJ86%3E3.0.CO;2-L
45. Sharma, S., & Vredenburg, H. (1998). Proactive corporate environmental strategy and the development of competitively valuable organizational capabilities. Strategic Management Journal, 19, 729-753. doi:10.1002/(SICI)1097-0266(199808)19:8<729::AID-SMJ967>3.0.CO;2-4 http://dx.doi.org/10.1002/%28SICI%291097-0266%28199808%2919:8%3C729::AID-SMJ967%3E3.0.CO;2-4
46. Simon, D. G., & Lane, P. J. (2004). A model of cultural differences and international alliance formation. Journal of International Business Studies, 35, 306-319. doi:10.1057/palgrave.jibs.8400089 http://dx.doi.org/10.1057/palgrave.jibs.8400089
47. Stafford, E. R., Polonsky, M. J., & Hartman, C. L. (2000). Environmental NGO-business collaboration and strategic bridging: A case analysis of the Greenpeace-Foron alliance. Business Strategy and the Environment, 9, 122-135. doi:10.1002/(SICI)1099-0836(200003/04)9:2<122::AID-BSE232>3.0.CO;2-C http://dx.doi.org/10.1002/%28SICI%291099-0836%28200003/04%299:2%3C122::AID-BSE232%3E3.0.CO;2-C
48. Van de Ven, A. H., & Walker, G. (1984). The dynamics of interorganizational coordination. Administrative Science Quarterly, 29, 598-561. doi:10.2307/2392941 http://dx.doi.org/10.2307/2392941
49. Westley, F., & Vredenburg, H. (1991). Strategic bridging: The collaboration between environmentalists and business in the marketing of green products. Journal of Applied Behavioral Science, 27, 65-90. doi:10.1177/0021886391271004 http://dx.doi.org/10.1177/0021886391271004
50. Zaheer, A. & Harris, J. (2005). Interorganizational trust. In O. Shenkar & J. Reuer (Eds.), Handbook of Strategic Alliances. London: Sage. doi:10.4135/9781452231075 http://dx.doi.org/10.4135/9781452231075