This article argues that considering cross-sector collaborations through the lens of indigenous-corporate engagements yields a more comprehensive understanding of the range of cross-sector engagement types, emphasizes the importance of cross-cultural bridge building which has received little attention in the literature :849–873, 2005), and highlights the potential for innovation via collaborations with fringe stakeholders. The study offers a more overarching typology of cross-sector collaborations and, building on an ethical approach to sustainable development with indigenous peoples, proposes a theoretical framework for cross-cultural (...) bridge building between businesses and fringe stakeholders. By incorporating this framework into the literature on value creation in cross-sector collaborations, we suggest a model for value creation in cross-sector collaborations with fringe stakeholders. Finally, using case studies to illustrate the article’s theoretical arguments, we demonstrate the model’s usefulness for the analysis and development of indigenous-corporate collaborations. (shrink)