The Politics of Partnerships

1. Front Matter

   Pages i-xxvii

   PDF

2. The Partnership Society

   • Maria May Seitanidi

   Pages 1-24

3. A Framework for the Analysis of Partnerships

   • Maria May Seitanidi

   Pages 25-51

4. Stage One: Partnership Formation

   • Maria May Seitanidi

   Pages 53-91

5. Stage Two: Partnership Implementation

   • Maria May Seitanidi

   Pages 93-120

6. Stage Three: Partnership Outcomes

   • Maria May Seitanidi

   Pages 121-138

7. Reclaiming Responsibilities

   • Maria May Seitanidi

   Pages 139-150

8. Back Matter

   Pages 151-187

   PDF

In the late 1990s the idea of cross-sector collaborations was relatively new in Europe. The term ‘partnership’ was employed primarily to refer to partnerships between government and businesses, usually termed PPP (Public Private Partnerships). On the other hand ‘strategic alliances’ was the term employed for business-to-business partnerships. Until then ‘sponsorship’ was the most practised associational form between nonprofit organisations (NPOs) and businesses (BUSs), which was included within the broad area of corporate community involvement. The relations between NPOs and BUSs witnessed a gradual intensification over the last 200 years (Gray 1989; Young 1999; Austin 2000; Googins and Rochlin 2000) resulting in increased interactions within both the philanthropic and trans- tional types of relationships (Seitanidi and Ryan 2007). However, the more recent gradual prominence of the concept of corporate social responsibility (CSR) within all sectors of society elicited an intensification of the debate with regard to the responsibilities of each sector in addressing environmental and social issues. In effect, CSR contributed to the increase of the interactions across the sectors and propelled NPO-BUS Partnerships (a type of social partnership) as a key mechanism for corporations to delve into a process of engaging with NPOs in order to improve their business practices by contributing their resources to address social issues (Heap 1998; Mohiddin 1998; Fowler 2000; Googins and Rochlin 2000; Mancuso Brehm 2001; Drew 2003; Hemphill and Vonortas 2003).

• Corporate Social Responsibility Implementation (CSR)
• Non-Profit
• Nonprofit
• Nonprofit organisations (NGOs)
• Partnerships
• Social Sustainability
• Society

From the reviews:

“Based on an extensive literature study of partnerships, she particularly analyses partnerships between nonprofit organisations (NPOs) and businesses (BUSs) … . The rich in-depth case studies, well-framed in the strands of literature on partnerships, combined with the proposition of a holistic framework, reveal a lot of the complexities of partnerships. The book provides much food for thought on businesses improving their corporate social responsibility through cooperation with nongovernmental organistions and the organisational consequences for the partners.” (Pieter Glasbergen, Journal of Integrative Environmental Sciences, Vol. 8 (2), June, 2011)

“A book that provides an excellent overview of the nonprofit-business partnership phenomenon. … a valuable asset for the leaders of businesses and NGOs … . it provides scholars and students a way to understand the underlying dynamics of nonprofit-business partnerships … . anyone who wants to be well informedabout nonprofit-business collaborations should read this important book. … It is a book that is written in a clear and appealing style to guide any reader to the different stages and overarching themes of social partnerships.” (Silke Boenigk, Journal of Nonprofit & Public Sector Monitoring, Vol. 23, February, 2011)

“This book is a valuable contribution to this lively and increasingly debated field of practice and research. … this book critically examines the chronological stages of nonprofit-business partnerships. … The book … prompts a rethinking and redefinition of current partnership approaches and the responsibilities of sectors more broadly, and is therefore highly recommended to both the partnership research community and practitioners.” (Marlene Vock, Journal of Business Ethics, Vol. 94 (1), July, 2010)

“A densely packed and dispassionate piece of scholarship that will be of interest to those in business, in nonprofits, and in partnerships between the two. … Thebook is ideal for use as source material at the graduate level and can be applied to management issues of the nonprofit sector in the United States. It will be helpful to scholars performing research in the area of cross-sector collaboration and partnerships involving nonprofits and businesses … and the development of civil society in emerging democracies.” (Stuart C. Mendel, Nonprofit and Voluntary Sector Quarterly, Vol. 41 (3), 2012)

"The Politics of Partnerships contributes to the sustainability debate a holistic framework for partnership building, based on in-depth accounts of ways and means of collaborative working to incorporate conflict as a successful way of delivering change. This is a must read book for the business community but equally for the non-profits and governments. Seitanidi's book urges us to step up to the challenge of accepting and adapting our responsibilities within our increasingly beyond boundaries social realities." Peter Lacy, Managing Director Accenture, Sustainability Services Europe, Africa and Latin America

"Based on detailed empirical research, Seitanidi shows us the reality behind the rhetoric of partnerships. This book is animated by a profound belief in the necessity for social change and shows us how partnerships can make a real difference, but also why they so often under perform. A compelling read." Andrew Crane, George R. Gardiner Professor of Business Ethics, Schulich School of Business, York University, Toronto, ON, Canada

"An outstanding book that combines theory with practice and provides both context and challenges to our understanding of the complexity of the ethos of very different sectors and how they can work together. Myths are expunged of nasty business and innocent charities and professionals vs amateurs. A vital book for all private sector mangers engaged in voluntary sector relations and vice versa on how to do it properly. May Seitanidi’s book sets out at early stage how "Big Society" partnerships can be delivered." Paul Palmer, Professor of Voluntary Sector Management & Associate Deal for Ethics, Sustainability and Engagement, Cass Business School, City University, London, UK

• Brunel Business School, Brunel University, Uxbridge, Middx., United Kingdom

  Maria May Seitanidi

Policies and ethics