Abstract
Corporate philanthropy in the United States was estimated at $12.7 billion in 2006, according to the most recent data collected by the Giving USA Foundation, representing 4.3 percent of total charitable gifts in the nation. Although this was a decline from 2005, when giving was inflated by funds, goods, and services for disaster relief, more detailed analyses from the Committee to Encourage Corporate Philanthropy (CECP), a forum of business leaders focused on this subject, revealed that a majority of American companies actually increased their overall financial contributions in 2006 (while a minority decreased them) and that international corporate giving rose substantially.1
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Notes
Estimate from The Giving USA Foundation, “Giving USA 2007: The Annual Report on Philanthropy for the Year 2006” (New York: American Association of Fundraising Counsel, 2007); see Committee to Encourage Philanthropy findings online at cecp.com.
Michael E. Porter and Mark R. Kramer, “The Competitive Advantage of Corporate Philanthropy,” Harvard Business Review (December, 2002).
For many fine accounts, see Philip Kotler and Nancy Lee, Corporate Social Responsibility: Doing the Most Good for Your Company and Your Cause (New York: Wiley, 2005); David Bornstein, How to Change the World: Social Entrepreneurs and the Power of Ideas (New York: Oxford University Press, 2004); and Mark Benioff, The Business of Changing the World (New York: McGraw-Hill, 2007).
See Mary Jo Hatch and Majken Schultz. “Are the Strategic Stars Aligned for Your Corporate Brand?” Harvard Business Review (February, 2001): 128–134; see also Taking Brand Initiative: How Companies can Align Strategy, Culture and Identity through Corporate Branding (San Francisco: Jossey-Bass, due February, 2008).
Asian polls by GlobeScan, “Corporate Social Responsibility Monitor” (2006); and The Reputation Institute, “RepTrak Pulse 2006.”
See Mark Yu-Ting Chen, Lincoln J. Pan, and Hai Wu,“Developing China’s Nonprofit Sector,” The McKinsey Quarterly (August, 2006); on corporate involvement with NGOs in China and the D&E world, see Guy Morgan, “Building Trust, Guanxi, and Community” (Boston College Center for Corporate Citizenship, In Focus, December 8, 2004); Going Global: Managers’ Experiences Working with Worldwide Stakeholders (Boston College Center for Corporate Citizenship, 2005).
See GlobeScan, “Report on Issues and Reputation” (2005).
For examples of partnerships, see Julie Engel Manga and Sapna Shah, Enduring Partnerships: Resilience, Innovation, Success (Boston College Center for Corporate Citizenship, 2005); also see Peter Asmus, “Special Report: NGO Engagement,” Ethical Corporation (April 5, 2007).
See “KaBOOM! Partnership with the Home Depot Receives Award for Excellence” (February 27, 2006), at http://www.socialfunds.com/news/release.cgi?sfArticleId= 5115; and “The Home Depot Joins KaBOOM! in America’s Playgrounds,” Latino Leaders: The National Magazine of the Successful American Latino (August–September, 2005).
Also see James Walsh, “Corporate Responsibility Initiatives in 86 of the top 100 U.S. Firms,” Business as an Agent of World Benefit Global Forum, Case Western Reserve University (October 25, 2006).
See Stephen Jordan, “Next Steps for Business and Education Partnerships” (U.S. Chamber of Commerce’s Business Civic Leadership Center, July 27, 2005).
See “Dell TechKnow Gears Up For Largest Class Ever; 10,000 Students Expected Nationally,” RTO Online (August 30, 2006), at http://www.rtoonline.com/Content/ Article/Aug_06/DellTechnow083006.asp.
For a partnership between Nokia and the Grameen Foundation, at http://www.nokia.com/; and in Joe Twist,“Pocket Answer to Digital Divide,” BBC News (November 18, 2005), at http://news.bbc.co.uk/1/hi/technology/4446966 .stm?ls.
See Guy Morgan,“Chiquita and the Rainforest Alliance, a Fruitful Relationship,” The Corporate Citizen 2006 (Boston College Center for Corporate Citizenship, January 5, 2007)
See Ira A. Jackson and Jane Nelson, Profits with Principles: Seven Strategies for Delivering Value with Values (New York: Currency/Doubleday, 2004).
See account by Philip H.Mirvis,“Revolutions in OD: The New and New, New Things,” in Handbook of Collaborative Management Research by A. B. Shani, N. Adler, S. A. Mohrman, W. A. Pasmore, and B. Stymne, eds. (Thousand Oaks, CA: Sage, 2007).
See Peter A. Senge, Art Kleiner, Joe Laur, Sara Schley, and Brian Smith, Learning for Sustainability (Cambridge, MA: Society for Organization Learning, 2006); quote from Hilary Bradbury, N. Powley, and John Carroll, “The Importance of Relational Space for Interorganizational Learning: Taking on a Broader Business Mandate” (Academy of Management Convention, August, 2003).
Copyright information
© 2007 Bradley K. Googins, Philip H. Mirvis, and Steven A. Rochlin
About this chapter
Cite this chapter
Googins, B.K., Mirvis, P.H., Rochlin, S.A. (2007). Co-creating Value for Business and Society. In: Beyond Good Company. Palgrave Macmillan, New York. https://doi.org/10.1057/9780230609983_13
Download citation
DOI: https://doi.org/10.1057/9780230609983_13
Publisher Name: Palgrave Macmillan, New York
Print ISBN: 978-1-349-54010-5
Online ISBN: 978-0-230-60998-3
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)