Abstract
Collaboration between nonprofit and business sectors is widely regarded as a value creation process that benefits society, business, and nonprofit organizations (NPOs). This process, however, has rarely been considered from a nonprofit perspective. In this paper, we discuss a new framework to assist NPOs in developing strategic collaborations with businesses. We argue that, by being strategically proactive rather than reactive to what businesses might offer, NPOs can increase the scale of their cross-sector collaborations and thus enhance their sustainability. Implications for research and practice are discussed.
Résumé
La collaboration entre le secteur à but non lucratif et les entreprises privées est souvent considérée comme un procédé de création de valeur qui bénéficie à la société, aux entreprises et aux organismes à but non lucratif (OBNL). Cependant, ce procédé a rarement été considéré du point de vue des organismes à but non lucratif. Dans cet article, nous proposons un nouveau cadre pour aider les OBNL à développer des collaborations stratégiques avec les entreprises. Nous soutenons que, en adoptant une approche de stratégie active plutôt qu’en attendant de réagir aux offres des entreprises, les OBNL peuvent accroître l’ampleur de leurs collaborations avec le secteur privé et améliorer ainsi leur durabilité. Nous évaluons l’impact de nos conclusions sur la recherche et la pratique.
Zusammenfassung
Die Zusammenarbeit zwischen dem Nonprofit- und dem Wirtschaftssektor wird weitestgehend als ein Wertschöpfungsverfahren angesehen, das der Gesellschaft, der Wirtschaft und den Nonprofit-Organisationen Nutzen bringt. Dieses Verfahren wird jedoch selten aus der Perspektive des gemeinnützigen Sektors betrachtet. In diesem Beitrag diskutieren wir ein neues Rahmenwerk zur Unterstützung der Nonprofit-Organisationen bei der Entwicklung strategischer Kollaborationen mit Wirtschaftsunternehmen. Wir behaupten, dass Nonprofit-Organisationen ihre sektorübergreifenden Kollaborationen erweitern und somit ihre Nachhaltigkeit erhöhen können, wenn sie strategisch proaktiv sind, statt lediglich auf die Angebote der Wirtschaftsunternehmen zu reagieren. Es werden die Implikationen für Forschung und Praxis diskutiert.
Resumen
La colaboración entre los sectores empresarial y sin ánimo de lucro se considera en general como un proceso de creación de valor que beneficia a la sociedad, a la empresa y a las organizaciones sin ánimo de lucro (NPO, del inglés non profit organizations). Sin embargo, este proceso ha sido considerado raras veces desde la perspectiva de las organizaciones sin ánimo de lucro. En el presente documento, abordamos un nuevo marco para ayudar a las NPO a desarrollar colaboraciones estratégicas con las empresas. Argumentamos que, siendo estratégicamente proactivas en lugar de reactivas a lo que las empresas pueden ofrecer, las NPO pueden aumentar la escala de sus colaboraciones intersectoriales e incrementar de este modo su sostenibilidad. Se abordan las implicaciones para la investigación y la práctica.
摘要
非营利部门和商业部门的合作被广泛视为可为社会、商业和非营利组织(NPO)带来效益的价值创造过程。然而,人们很少从非营利的视角看待这一过程。在本篇论文中,我们探讨一种协助 NPO 与企业构建战略合作关系的新框架。我们认为,对于企业在合作中为 NPO 提供何种帮助方面,NPO 需要采取战略主动行为,而不是被动对应,这样 NPO 可以扩大跨部门合作的规模,由此增强可持续发展能力。本篇论文还讨论了研究和实践的影响。
ملخص
التعاون بين القطاعات الغير ربحية والتجارية يعتبر على نطاق واسع كنهج قيم للإبداع الذي يعود على المجتمع بالفائدة، الأعمال التجارية، المنظمات الغير ربحية (NPOs). هذا النهج، مع ذلك، نادر˝ا ما يتم إعتباره من المنظور الغير ربحي. في هذا البحث، نحن نناقش إطار جديد لمساعدة المنظمات الغير ربحية (NPOs) في تطوير التعاون الإستراتيجي مع الأعمال التجارية. فإننا نجادل أن، تكون المنظمات الغير ربحية (NPOs) فاعلا˝ إستراتيجيا˝ بدلا˝ من أن تكون رد الفعل على ما قد تقدمه الأعمال التجارية، يمكن أن يزيد من حجم التعاون بين القطاعات، وبالتالي تعزيز إستدامتهم. تمت مناقشة الآثار المترتبة على البحث والممارسة.
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Notes
Drawing on the work of Courtney (2002, pp. 37–40), Hudson (2002, p. 9), and Osborne (1996, p. 11), we consider nonprofit organizations to be organizations that are formally structured, operate exclusively for a not-for-profit purpose, are independent of the government, and utilize any financial surplus to improve the services they provide or to develop internally. Furthermore, we use the terms “NPOs” and “nongovernmental organizations (NGOs)” interchangeably (Selsky and Parker 2005).
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AL-Tabbaa, O., Leach, D. & March, J. Collaboration Between Nonprofit and Business Sectors: A Framework to Guide Strategy Development for Nonprofit Organizations. Voluntas 25, 657–678 (2014). https://doi.org/10.1007/s11266-013-9357-6
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DOI: https://doi.org/10.1007/s11266-013-9357-6