Company’s Business Models and NGOs: Inputs from the Partnerships Portfolio

Business models de l’entreprise et ONG: contributions du portefeuille de partenariats

Raphaël Maucuer () and Alexandre Renaud ()
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Raphaël Maucuer: ESSCA Research Lab - ESSCA - ESSCA – École supérieure des sciences commerciales d'Angers = ESSCA Business School
Alexandre Renaud: Métis Lab EM Normandie - EM Normandie - École de Management de Normandie = EM Normandie Business School

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Abstract: Les grandes entreprises sont soumises à des enjeux sociétaux qui menacent leur développement. Pour assurer leur pérennité, certaines décident de développer des partenariats diversifiés avec des organisations non-gouvernementales (ONG). A partir d'une étude de cas approfondie, nous identifions différents types de contributions des partenariats ONG-entreprise à la stratégie d'une multinationale. Au niveau corporatif, ils participent au pilotage des activités stratégiques de l'entreprise, et au niveau business, ils contribuent de façon complémentaire au déploiement des différents modèles d'affaires. Ces résultats permettent de repenser la contribution des ONG à la stratégie de l'entreprise à travers le concept de portefeuille de partenariats ONG-entreprise. Abstract: Large companies have to deal with societal challenges that threaten their development. To survive, some decide to develop diversified partnerships with non-governmental organizations (NGOs). Drawing on an in-depth case study, we identify different types of contributions of business-NGO partnerships to a multinational's strategy. At the corporate level, they participate in the management of the company's strategic activities, and at the business level, they contribute in a complementary way to the implementation of the various business models. These results open a renewed reflection on the contribution of NGOs to the company's strategy through the concept of business-NGO partnerships portfolio.

Keywords: Stratégie; modèles d'affaires; organisations non-gouvernementales (ONG); partenariats; portefeuille Keywords: Strategy; business models; non-governmental organizations (NGOs); partnerships; portfolio (search for similar items in EconPapers)
Date: 2019-05-13
New Economics Papers: this item is included in nep-ppm
Note: View the original document on HAL open archive server: https://normandie-univ.hal.science/hal-02062146v1
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Published in Management international = International management = Gestión internacional, 2019, pp.1-14

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