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

Raphaël Maucuer (raphael.maucuer@gmail.com) and Alexandre Renaud (arenaud@em-normandie.fr)
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Raphaël Maucuer: ESSCA - ESSCA – École supérieure des sciences commerciales d'Angers = ESSCA Business School
Alexandre Renaud: EM Normandie - École de Management de Normandie = EM Normandie Business School

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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: strategy; business models; non-governmental organizations (NGOs); partnerships; portfolio (search for similar items in EconPapers)
Date: 2019
New Economics Papers: this item is included in nep-ppm
Note: View the original document on HAL open archive server: https://hal.science/hal-02403835v1
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Published in Management international = International management = Gestión internacional, 2019, 23 (3), pp.172-185

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