Partnerships between companies and NGOs have received considerable attention in CSR in the past years. However, the role of NGO legitimacy in such partnerships has thus far been neglected. We argue that NGOs assume a status as special stakeholders of corporations which act on behalf of the common good. This role requires a particular focus on their moral legitimacy. We introduce a conceptual framework for analysing the moral legitimacy of NGOs along three dimensions, building on the theory of deliberative democracy. Against this background we outline three procedural characteristics which are essential for judging the legitimacy of NGOs as potential or actual partners of corporations.

/pdf/the-moral-legitimacy-of-ngos-as-partners-of-corporations-wrpweq0obn.pdf

The Moral Legitimacy of NGOs as Partners of Corporations

Campaigning activities of non-governmental organisations (NGOs) have increased public awareness and concern regarding the alleged unethical and environmentally damaging practices of many major multinational companies. Companies have responded by developing corporate social responsibility strategies to demonstrate their commitment to both the societies within which they function and to the protection of the natural environment. This has often involved a move towards greater transparency in company practice and a desire to engage with stakeholders, often including many of the campaign organisations that have been at the forefront of the criticisms of their activity. This article examines the ways in which stakeholder dialogue has impacted upon the relationships between NGOs and businesses. In doing so, it contributes to the call for more ‘stakeholder-focused’ research in this field (Frooman in Acad Manag Rev 24(2): 191–205, 1999; Steurer in Bus Strategy Environ 15: 15–69 2006). By adopting a stakeholder lens, and focusing more heavily upon the impact on one particular stakeholder community (NGOs) and looking in depth at one form of engagement (stakeholder dialogue), this article examines how experiences of dialogue are strategically transforming interactions between businesses and NGOs. It shows how experiences of stakeholder dialogue have led to transformations in the drivers for engagement, transformations in the processes of engagement and transformations in the terms of engagement. Examining these areas of transformation, the article argues, reveals the interactions at play in framing and shaping the evolving relationships between business and its stakeholders.

Sleeping with the Enemy? Strategic Transformations in Business–NGO Relationships Through Stakeholder Dialogue

The purpose of this paper is to describe the development of a collaborative framework for balancing stakeholder power and social responsibilities in construction projects. To resolve the problems of unclear responsibility that is common in construction projects, the framework is designed to help stakeholders identify their roles in various issues and to facilitate collaborative endeavours by elucidating their responsibilities.,The framework is designed using a scientific approach based on a problem-solution paradigm. It is developed as a model that would provide strategies for responding to various issues and that would also balance stakeholder responsibilities with power. A case study is conducted to validate the framework in an ongoing real estate project in China.,The effectiveness of the framework is validated from the case study, which found that the engagement of stakeholders is improved by adopting the framework. It is also found that use of the framework led to enhancement of communication and trust, and better collaboration through a collective form of responsibility.,The study provides valuable insights into stakeholder collaboration on social responsibility issues in construction projects. The dynamic nature of stakeholders is addressed, and an easy-to-follow framework is offered for use in construction projects.

For the balance of stakeholders’ power and responsibility: A collaborative framework for implementing social responsibility issues in construction projects

In this paper, we describe the main findings of an exploratory research about corporate commitment to manage biodiversity and ecosystems. The results are based on literature of sustainability approaches and interviews with sustainability representatives of twelve national and international companies in the Netherlands. The empirical results show that companies still use a reactive approach to biodiversity. Biodiversity is getting more attention on the sustainability agenda of the executive board. While external networking with stakeholders is increasing, both in networks and partnerships, creating internal commitment for the corporate responsibility on biodiversity and ecosystems remains challenging.

/pdf/biodiversity-and-the-corporate-social-responsibility-agenda-1icp0dez6k.pdf

Biodiversity and the Corporate Social Responsibility Agenda

https://doc.rero.ch/record/277778/files/these_FortisZ.pdf

Three essays on organizational learning in regard to the development of corporate social responsibility

To what extent do the actions of companies in the field of CSR match the expectations of NGO’s? This the leading question for a research project within the framework of the Dutch National Research Program on CSR (2003 – 2004). The research starts with the observation that companies and NGO’s are increasingly interacting regarding CSR. Exploring the mutual expectations in the early stages of an interaction can deliver valuable information about the possibilities for cooperation. In order to study these expectations and experiences a web-based tool is developed. This results in some remarking gaps between mutual expectations and the comparison of expectations expressed in the beginning of the interaction with the actual experiences. Developing indicators Many factors determine the expectations of the parties involved. In order to start measuring the expectations in a more systematic way, “sensitising concepts” have been formulated. Sensitising concepts are pre-theoretical in nature and help to focus what most probably needs to be assessed. The sensitising concepts here are derived from the zero-assessment and the literature study with respect to stakeholder theory and partnerships. They are presumed to determine expectations and are called criteria. Each of these criteria possesses an underlying dimension. This dimension expresses the width of a specific criterion. These criteria and their dimensions can be summarised as follows: [1] Issue: multi versus single [2] Legitimacy: individuals versus organisation [3] Collaboration: dialogue versus action [4] Values: idealism versus business proposition [5] Independence: commitment versus autonomy

/pdf/looking-through-the-eyes-of-others-32kaa4epay.pdf

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