Document Type
Article
Publication Date
12-1-2009
Abstract
Environmental nongovernmental organizations (ENGOs) increasingly use cross- sector collaborative relationships to influence the behavior of business organizations in support of their mission and interests. Whereas existing stakeholder literature tends to portray ENGO–business relationships as adversarial, with an emphasis on the extent to which an ENGO can influence a firm through power relations or behavioral characteristics, these parties actually rely on collaboration to achieve their mutual goals. From a stakeholder perspective, how do ENGOs that seek collaborative engagement achieve legitimacy with their potential firm partners? Qualitative research involving 14 ENGOs reveals at least three mechanisms: creating corporate engagement units, networks, or other mobilizing structures; staffing with employees who value the role of the market sector and its intersection with the nonprofit sector; and differentiating the organization according to its collaborative capacity.
Keywords
non-governmental organizations, ENGO, cross-sector partnership, legitimizing, collaboration, collective action frame, mobilizing structures
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Hyatt, David Graham, "Stakeholder Influence Strategies: Mobilizing for Collaboration" (2009). Student Scholarship. 398.
https://commons.case.edu/studentworks/398