Journal Article10.1177/0899764012450777
Collaborative Value Creation: A Review of Partnering Between Nonprofits and Businesses: Part I. Value Creation Spectrum and Collaboration Stages
James E. Austin,M.May Seitanidi +1 more
TL;DR: The Value Creation Spectrum as discussed by the authors provides new reference terms for defining and analyzing value creation, and Collaboration Stages reveals how value creation varies across different types of collaborative relationships, and partnering processes reveal the value creation dynamics in the formation and implementation stages, and collaboration outcomes examine impact at the micro, meso, and macro levels.
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Abstract: This focused review of the nonprofitbusiness collaboration and related corporate social responsibility literature identifies problematic aspects of the treatment of value creation and, therefore, develops a conceptual and analytical framework to address them and the following research question: How can collaboration between nonprofits and businesses most effectively co-create significant economic, social, and environmental value for society, organizations, and individuals? The first two components of the Collaborative Value Creation framework are presented in this first of two articles The Value Creation Spectrum provides new reference terms for defining and analyzing value creation, and Collaboration Stages reveals how value creation varies across different types of collaborative relationships. The framework's next two components, which are elaborated in the sequential article, are Partnering Processes, which reveals the value creation dynamics in the formation and implementation stages, and Collaboration Outcomes, which examines impact at the micro, meso, and macro levels.
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Citations
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•Dissertation
Using cause-related events to fulfil the strategic objectives of social partnerships : a thesis presented in partial fulfilment of the requirements for the degree of Master of Business Studies in Marketing at Massey University, Albany, New Zealand
Amy Lyes
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Cross-sector dialogue for sustainability: to partner or not to partner?
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The processes of creating solutions in the context of uncertainty: case studies of companies creating solutions in relation to Sub-Saharan Africa
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TL;DR: In this paper, three cases have been analysed in terms of sense making and enrolment in the context of uncertainty, and the analyses reveal activities that are important in understanding the processes these actors go through.
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References
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TL;DR: The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive as mentioned in this paper.
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Jeffrey Pfeffer,Gerald R. Salancik +1 more
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TL;DR: The External Control of Organizations as discussed by the authors explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints, and it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behavior both possible and almost inevitable.
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