MNE/NGO partnerships and the legitimacy of the firm

Valentina Marano and Pete Tashman

International Business Review, 2012, vol. 21, issue 6, 1122-1130

Abstract: This manuscript investigates the legitimating function of Multinational Enterprise (MNE)/Non-Governmental Organization (NGO) partnerships. First, it reviews the complexities inherent in the MNE's quest for social legitimacy. Then, it discusses the characteristics of MNE/NGO partnerships, and the growing anecdotal evidence about their applications for managing corporate social legitimacy. Next, propositions are advanced to suggest how the complexities in the legitimating environment of the MNE may drive its decision to partner with an NGO. Partnership governance and outcomes are also discussed and several examples of MNE/NGO partnerships are presented to illustrate how firms use them to manage their social legitimacy.

Keywords: Cross-sector partnerships; Legitimacy; Multinational Enterprise; Non-Governmental Organization (search for similar items in EconPapers)
Date: 2012
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (23)

Downloads: (external link)
http://www.sciencedirect.com/science/article/pii/S0969593111001958
Full text for ScienceDirect subscribers only

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eee:iburev:v:21:y:2012:i:6:p:1122-1130

Ordering information: This journal article can be ordered from
http://www.elsevier.com/wps/find/journaldescription.cws_home/133/bibliographic
http://www.elsevier. ... me/133/bibliographic

DOI: 10.1016/j.ibusrev.2011.12.005

Access Statistics for this article

International Business Review is currently edited by P. Ghauri

More articles in International Business Review from Elsevier
Bibliographic data for series maintained by Catherine Liu ().