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Strategic partnerships social capital and innovation: accounting for social alliance innovation

Strategic partnerships social capital and innovation: accounting for social alliance innovation
Strategic partnerships social capital and innovation: accounting for social alliance innovation
This paper focuses on innovation in the context of business–non-governmental organization (NGO) partnerships for corporate social responsibility (CSR). While different aspects of business–NGO partnerships have been studied, the role of innovation and its potential implications for partnership outcomes have so far not been systematically explored. The paper defines innovation in simple and concrete terms and synthesizes from the literature what can be considered as critical ingredients to foster social alliance innovation. The paper posits in turn that these ingredients correspond closely to the conception of social capital and offers a consolidated framework that helps in probing around these ingredients and social capital in accounting for innovative partnership outcomes. The empirical part consists of a comparative analysis of six case studies of business–NGO collaboration in the context of CSR in the United Kingdom. The evidence presented makes it clear that strategic partnerships are more readily capable of innovation and that social capital as an umbrella concept is very promising in explaining the differential success and performance of social alliances and central to understanding the dynamics of social alliance innovation and value creation.
0962-8770
375-391
Jamali, Dima
cddcdb14-bb36-4423-a766-0b1e1d7985ba
Yianni, Mary
4020ecae-622a-4c79-b6bf-a4eb9352eb1e
Abdallah, Hanin
89990768-7bbb-4c11-af89-6057d7f8a06e
Jamali, Dima
cddcdb14-bb36-4423-a766-0b1e1d7985ba
Yianni, Mary
4020ecae-622a-4c79-b6bf-a4eb9352eb1e
Abdallah, Hanin
89990768-7bbb-4c11-af89-6057d7f8a06e

Jamali, Dima, Yianni, Mary and Abdallah, Hanin (2011) Strategic partnerships social capital and innovation: accounting for social alliance innovation. Business Ethics: a European Review, 20 (4), 375-391. (doi:10.1111/j.1467-8608.2011.01621.x).

Record type: Article

Abstract

This paper focuses on innovation in the context of business–non-governmental organization (NGO) partnerships for corporate social responsibility (CSR). While different aspects of business–NGO partnerships have been studied, the role of innovation and its potential implications for partnership outcomes have so far not been systematically explored. The paper defines innovation in simple and concrete terms and synthesizes from the literature what can be considered as critical ingredients to foster social alliance innovation. The paper posits in turn that these ingredients correspond closely to the conception of social capital and offers a consolidated framework that helps in probing around these ingredients and social capital in accounting for innovative partnership outcomes. The empirical part consists of a comparative analysis of six case studies of business–NGO collaboration in the context of CSR in the United Kingdom. The evidence presented makes it clear that strategic partnerships are more readily capable of innovation and that social capital as an umbrella concept is very promising in explaining the differential success and performance of social alliances and central to understanding the dynamics of social alliance innovation and value creation.

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Published date: 12 October 2011
Organisations: Southampton Business School

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Local EPrints ID: 198975
URI: http://eprints.soton.ac.uk/id/eprint/198975
ISSN: 0962-8770
PURE UUID: 416b88da-be5d-485b-95fd-872d18276685

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Date deposited: 10 Oct 2011 14:13
Last modified: 14 Mar 2024 04:14

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Contributors

Author: Dima Jamali
Author: Mary Yianni
Author: Hanin Abdallah

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