Advertisement

Nonprofit Organizations’ Views on Corporate Foundations

  • Sterre Swen
  • Lonneke Roza
  • Lucas Meijs
  • Alexander Maas
Chapter
Part of the Nonprofit and Civil Society Studies book series (NCSS)

Abstract

The aim of this chapter is to provide a deeper understanding of how nonprofit organizations view their collaborations with corporate foundations. The views of nonprofit organizations presented in this chapter explain nonprofit organizations’ current practices in engaging in these collaborations, including the associated (social) benefits and challenges. The exploratory study was based on 23 semi-structured interviews with nonprofit employees, corporate foundations, and experts in the field conducted between October 2016 and March 2017. The results indicate that employees of nonprofits use three different views for corporate foundations. They consider corporate foundations as (1) moral agents of their founding firms, in which case the foundations hold resources that the nonprofits need in order to do their job as experts in addressing social issues; (2) they regard corporate foundations as instrumental agents of companies, where collaborations should create a win-win situation for the founding firm of the foundation as well as for the nonprofit organization; and (3) nonprofits see corporate foundations as change agents of their parent companies, in which corporate foundations actively work together with nonprofits to tackle social issues. The results further imply that it is difficult to describe one typical corporate foundation (as with the chapter of Bethmann and von Schnurbein), and working with them as nonprofits requires a flexible view on what a corporate foundation may entail, their focus, and their goals and should adapt their practices accordingly.

Keywords

Nonprofit organizations Corporate foundations Nonprofit business collaboration Qualitative research 

References

  1. Aguinis, H., & Glavas, A. (2012). What we know and don’t know about corporate social responsibility: A review and research agenda. Journal of Management, 38(4), 932–968.CrossRefGoogle Scholar
  2. Alvarez-Gonzalez, L. I., Martin-Cavanna, J., & Rey-Garcia, M. (2012). Assessing and advancing foundation transparency: Corporate foundations as a case study. The Foundation Review, 4(3), 77–89.CrossRefGoogle Scholar
  3. Bethmann, S., & von Schnurbein, G. (2015). Effective governance of corporate foundations (No. 8). University of Basel, Basel, Switzerland.Google Scholar
  4. Brown, W. O., Helland, E., & Smith, J. K. (2006). Corporate philanthropic practices. Journal of Corporate Finance, 12(5), 855–877.CrossRefGoogle Scholar
  5. Clarke, P., Magalhães, I. d. O., Di Tella, A., Faure, E., Hizette, D., Piette, I., & Salole, G. (2008). Foundations in the European Union: Facts and figures. Brussels: European Union.Google Scholar
  6. Cooper, D. R., & Schindler, P. S. (2014). Business research methods. Business research methods (12th ed.). New York: McGraw-Hill.Google Scholar
  7. Coyne, I. T. (1997). Sampling in qualitative research. Purposeful and theoretical sampling; merging or clear boundaries? Journal of Advanced Nursing, 26(3), 623–630.CrossRefGoogle Scholar
  8. Easton, K. L., McComish, J. F., & Greenberg, R. (2000). Avoiding common pitfalls in qualitative data collection and transcription. Qualitative Health Research, 10(5), 703–707.CrossRefGoogle Scholar
  9. Gautier, A., & Pache, A. C. (2015). Research on corporate philanthropy: A review and assessment. Journal of Business Ethics, 126(3), 343–369.CrossRefGoogle Scholar
  10. Godfrey, P. C. (2005). The relationship between corporate philanthropy and shareholder wealth: A risk management perspective. The Academy of Management Review, 30(4), 777–798.CrossRefGoogle Scholar
  11. Haskell, J. D. (2013). Keeping your corporate foundation compliant. Financial Executive, 29(9), 76–80.Google Scholar
  12. Herlin, H., & Pedersen, J. T. (2013). Corporate foundations, catalysts of NGO-business partnerships? The Journal of Corporate Citizenship, 50, 58–90.CrossRefGoogle Scholar
  13. Jordan, A., & Hartley, V. (2014). Corporate foundations – A global perspective. London: Corporate Citizenship.Google Scholar
  14. Kenny, M., & Fourie, R. (2015). Contrasting classic, Straussian, and constructivist grounded theory: Methodological and philosophical conflicts. The Qualitative Report, 20(8), 1270–1289.Google Scholar
  15. Klein, G., Moon, B., & Hoffman, R. R. (2006). Making sense of sensemaking: Alternative perspectives. IEEE Intelligent Systems, 21(4), 70–73.CrossRefGoogle Scholar
  16. Liket, K., & Simaens, A. (2015). Battling the devolution in the research on corporate philanthropy. Journal of Business Ethics, 126(2), 285–308.CrossRefGoogle Scholar
  17. Madden, K., Scaife, W., & Crissman, K. (2006). How and why small to medium size enterprises (SMEs) engage with their communities: An Australian study. International Journal of Nonprofit and Voluntary Sector Marketing, 11(1), 49–60.CrossRefGoogle Scholar
  18. Marquardt, J. (2001). Corporate Foundation als PR-Instrument. Rahmenbedingungen – Erfolgswirkungen – Management. Wiesbaden: Gabler.CrossRefGoogle Scholar
  19. Minciullo, M., & Pedrini, M. (2011). Italian corporate foundations and the challenge of multiple stakeholder interests. Nonprofit Management & Leadership, 22(2), 173–197.CrossRefGoogle Scholar
  20. Mindlin, S. E. (2012). A study of governance practices in corporate foundations. Revista de Administração, 47(3), 461–472.CrossRefGoogle Scholar
  21. Palinkas, L. A., Horwitz, S. M., Green, C. A., Wisdom, J. P., Duan, N., & Hoagwood, K. (2015). Purposeful sampling for qualitative data collection and analysis in mixed method implementation research. Administration and Policy in Mental Health and Mental Health Services Research, 42(5), 533–544.CrossRefGoogle Scholar
  22. Petrovits, C. M. (2006). Corporate-sponsored foundations and earnings management. Journal of Accounting and Economics, 41(3), 335–362.CrossRefGoogle Scholar
  23. Porter, M. E., & Kramer, M. R. (2002). The competitive advantage of corporate philanthropy. Harvard Business Review, 80(12), 56–68.Google Scholar
  24. Ritchie, J., Lewis, J., Nicholls, C. M., & Ormston, R. (2013). Qualitative research practice – A guide for social science students and researcher. London: Sage.Google Scholar
  25. Roza, L., Shachar, I., Meijs, L. C. P. M., & Hustinx, L. (2017). The nonprofit case for corporate volunteering: A multi-level perspective. The Service Industries Journal, 37(11–12), 746–765.CrossRefGoogle Scholar
  26. Shaw, B., & Post, F. R. (1993). A moral basis for corporate philanthropy. Journal of Business Ethics, 12(10), 745–751.Google Scholar
  27. Strachwitz, R. (1994). Stiftungen: nutzen, führen und errichten; ein Handbuch. Frankfurt: Campus Verlag.Google Scholar
  28. Toepler, S. (1996). Das gemeinnützige Stiftungswesen in der modernen demokratischen Gesellschaft: Ansätze zu einer ökonomischen Betrachtungsweise. München: Maecenata Verlag.Google Scholar
  29. Varcoe, L., & Sloane, N. (2003). Corporate foundations – Building a sustainable foundation for corporate giving. London: Business in the Community.Google Scholar
  30. Vitcu, A., Lungu, E., Vitcu, L., & Marcu, A. (2007). Multi-stage maximum variation sampling in health promotion programs’ evaluation. Journal of Preventive Medicine, 15, 5–18.Google Scholar
  31. Webb, N. J. (1994). Tax and government policy implications for corporate foundation giving. Nonprofit and Voluntary Sector Quarterly, 23(1), 41–67.CrossRefGoogle Scholar
  32. Weick, K. E. (1995). Sensemaking in organizations (Vol. 3). Sage.Google Scholar
  33. Werbel, J. D., & Carter, S. M. (2002). The CEO’s influence on corporate foundation giving. Journal of Business Ethics, 40(1), 47–60.CrossRefGoogle Scholar
  34. Westhues, M., & Einwiller, S. (2006). Corporate foundations: Their role for corporate social responsibility. Corporate Reputation Review, 9(2), 144–153.CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  • Sterre Swen
    • 1
  • Lonneke Roza
    • 1
  • Lucas Meijs
    • 1
  • Alexander Maas
    • 2
  1. 1.Rotterdam School of Management (RSM), Erasmus University RotterdamRotterdamThe Netherlands
  2. 2.University for HumanisticsUtrechtThe Netherlands

Personalised recommendations