Collaborations between nonprofits and businesses (CBNB) are a developing field of action. Much of the research deals with the business's perspective. Usage of third sector and nonprofit management methods is a relatively new field of research. This article presents a qualitative case study of a three year collaboration between a nonprofit organization (NPO) and a pharmaceutical company that focuses on the NPO's unique perceptions and points of view about the partnership. The findings reveal that the most crucial element affecting the success or failure of a collaboration is the added value that the business partner brings to the relationship. Furthermore, power relations suggest that weak positioning might benefit the NPO. We introduce the Fields of Action Typology of collaborations between nonprofits and businesses that adds a content layer to current classifications of CBNB and is helpful for defining and examining the benefits NPOs can derive from CBNB.
Bibliographical noteFunding Information:
The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: R.S.S. gratefully acknowledges the support of the Henry L. Zucker Fellowship Endowment Fund at the Baerwald School of Social Work and Social Welfare for partial funding of this research.
- corporate volunteering
- cross-sector partnerships
- nonprofit organizations
- social alliances