Document Type
Article
Publication Date
5-1-2009
Abstract
Social movements focused on sustainable development represent a significant force for change in business practices and governmental regulation. Nongovernmental organizations (NGOs) arise from social movements as mobilizing structures and framing mechanisms for collective action to fill governance and social needs that remain unmet by the governmental and market sectors. This study focuses on environmental NGOs and their strategies for engaging the business sector. Although cross-sector collaborations increasingly seem instrumental to effecting environmental change, NGOs face a strategic dilemma: to confront or collaborate with businesses, or both. This research explores how the NGO mission, purpose, and ideology; core competencies and repertoire of tactics; and funding requirements lead to different engagement outcomes. In addition, the core competencies and tactics of other NGOs in the organizational field, as well as the basis on which firms view and accept partnerships, may affect partnership outcomes.
Keywords
non-governmental organizations, social movements, NGO, cross-sector partnership, mission, ideology, funding, organizational field, core competencies, collaboration
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, "The NGO Strategic Dilemma: An Examination of Factors Enabling or Constraining Corporate Engagement Strategy" (2009). Student Scholarship. 466.
https://commons.case.edu/studentworks/466