Cross-sector social partnerships (CSSPs) can produce benefits at individual, organizational, sectoral and societal levels. In this article, we argue that the distribution of benefits depends in part on the cognitive frames held by partnership participants. Based on Selsky and Parker's (J Manage 31(6):849-873, 2005) review of CSSPs, we identify three analytic "platforms" for social partnerships — the resource-dependence platform, the social-issue platform, and the societal-sector platform. We situate platforms as prospective sensemaking devices that help project managers make sense of partnerships (...) by calling attention to certain desired features or downplaying other features. We describe the three platforms and contrast them on factors that influence social benefit, including orientation, learning, and power. We provide illustrations of each platform and demonstrate how the choice of platform is consequential for practice, such as how a partnership project gets started, evolves and produces social benefits. (shrink)

Heeding the call for a deeper understanding of how cross-sector social partnerships can be managed across different contexts, this article integrates ideas from institutional theory with current debate on cross-boundary collaboration. Adopting the point of view of business actors interested in forming a CSSP to address complex social problems, we suggest that “appropriateness” needs shape business approaches toward partnering for social change, exerting an impact on the benefits that can be gained from it. A theoretical framework is proposed that identifies (...) and frames four CSSP styles, as resulting from combinations of dominant institutional orientations in a field and its general level of coherence. We show how, depending on prevailing institutional logics, intervention models underlying the CSSP have to emphasize either the business soundness of the initiative or its social value, together with a consistent leadership style. Moreover, while directive approaches based on concentrated governance structures aimed at setting the rules of the game are shown to prevail in fields characterized by low level of institutional coherence, participative models emerge in more established fields, with CSSP’s promoter playing an integrative role through distributed governance structures. The article concludes with a summary and implications of an institutional-based view of CSSPs. (shrink)

Voici un ouvrage qui surprendra. Car on n'y retrouvera pas les êtres qui nous sont familiers : ici, point de groupes, de classes sociales, d'ouvriers, de cadres, de jeunes, de femmes, d'électeurs auxquels nous ont habitués les sciences sociales ; point de ces personnes sans qualités que philosophie politique et économie nomment individus ; point, non plus, de ces personnages grandeur nature que nous dépeignent histoire et anthropologie. Non, ici, c'est de vous, de nous tous qu'il est question, dès lors (...) que, vivant en société, nous vivons en situation, c'est-à-dire dans les rapports aux autres et aux choses. A chaque instant, nous cherchons à rendre compréhensibles nos conduites, afin d'assurer, à quelque niveau que ce soit - le groupe, l'entreprise, la collectivité -, la coexistence avec autrui par l'accord : tels sont le rôle et la nature de la justification. La sociologie traditionnelle, quelle qu'en soit l'école, prétend que les personnes rationalisent leurs conduites au nom de motifs apparents et fallacieux alors qu'elles sont, en réalité, déterminées par des forces cachées et objectives qu'il revient, bien évidemment, au sociologue de dévoiler... En rupture de ban avec la perspective cavalière que la philosophie politique et la sociologie ont longtemps adoptée face à l'ordre social, Luc Boltanski et Laurent Thévenot ont pris le parti de traiter sérieusement les personnes et leurs prétentions à la justice. Ils ont voulu comprendre quels sont les principes, les équivalences, les valeurs de référence - ce qu'ils appellent les grandeurs - auxquels les acteurs en appellent lorsqu'ils veulent manifester leur désaccord sans recourir à la violence. S'éloignant en cela des théories de la justice, les auteurs montrent comment les personnes prennent appui sur des objets communs, présents dans la situation pour asseoir leurs justifications. Il en résulte un ouvrage original qui construit un cadre permettant d'analyser la relation entre accord et discorde, et qui nourrit ses réflexions de l'analyse serrée de la littérature de management comme de lettres de dénonciation adressées aux grands quotidiens ou de classiques de la philosophie politique. Il en résulte un ouvrage ambitieux qui ouvre la voie à une approche qui ne réduise plus les acteurs à des agents donnés par des forces extérieures, mais qui les étudie en situation de maîtrise de leur conduite et de leur coexistence dans le monde de tous les jours. (shrink)

This study explores the relational processes that underpin social innovation within strategic cross-sector partnerships. Using four longitudinal narratives to document the duality of success and failure in strategic collaborations between nonprofit and for-profit organizations, the authors explain how partners navigate this duality: deliberate role calibrations help the partners sustain the momentum for success and overcome temporary failure or crossover from failure to success. Our grounded framework models three relational factors that moderate the relationship between role recalibrations and the momentum for (...) success or failure: relational attachment, a personalized reciprocal bond between partners, which provides a stabilizing buffer in the face of unexpected contingencies; partner complacency, an insufficient investment that signals temporary misalignments; and partner disillusionment, an erosion of confidence in the other partner’s commitment that diagnoses premature failure. (shrink)

A vital and underappreciated dimension of social interaction is the way individuals justify their actions to others, instinctively drawing on their experience to appeal to principles they hope will command respect. Individuals, however, often misread situations, and many disagreements can be explained by people appealing, knowingly and unknowingly, to different principles. On Justification is the first English translation of Luc Boltanski and Laurent Thévenot's ambitious theoretical examination of these phenomena, a book that has already had a huge impact on French (...) sociology and is likely to have a similar influence in the English-speaking world. In this foundational work of post-Bourdieu sociology, the authors examine a wide range of situations where people justify their actions. The authors argue that justifications fall into six main logics exemplified by six authors: civic (Rousseau), market (Adam Smith), industrial (Saint-Simon), domestic (Bossuet), inspiration (Augustine), and fame (Hobbes). The authors show how these justifications conflict, as people compete to legitimize their views of a situation. On Justification is likely to spark important debates across the social sciences. (shrink)

Partnerships between businesses and nonprofit organisations are an increasingly prominent element of corporate social responsibility implementation. The paper is based on two in-depth partnership case studies (Earthwatch-Rio Tinto and Prince's Trust-Royal Bank of Scotland) that move beyond a simple stage model to reveal the deeper-level micro-processes in the selection, design and institutionalisation of business-NGO partnerships. The suggested practice-tested model is followed by a discussion that highlights management issues within partnership implementation and a practical Partnership Test to assist managers in testing (...) both the accountability and level of institutionalisation of the relationship to address any possible skill gaps. Understanding how CSR partnerships are implemented in practice contributes to the broader CSR and partnership literatures a contextspecific level of detail in a systematic way that allows for transferable learning in both theory and practice. (shrink)

Interest in Corporate Social Responsibility (CSR) has proliferated in academic and business circles alike. In the context of CSR, the spotlight has traditionally focused on the role of the private sector particularly in view of its wealth and global reach. Other actors have recently begun to assume more visible roles in the context of CSR, including Non-governmental organizations (NGOs) which have acquired increasing prominence on the socio-economic landscape. This article examines five partnerships between businesses and NGOs in a developing country (...) context that fall in the realm of CSR. The article starts with a literature review, delineating foundational underpinnings that have to be carefully designed and crafted to promote the success of collaborative ventures. An empirical study of five selected partnerships between businesses and NGOs in Lebanon is then presented, allowing to derive interesting insights into types of existing alliances, their relational characteristics as well as salient factors considered most determinant of success or failure in this regard. (shrink)

The paper explores a case of partnership between a large pharmaceutical company and a national charity in the United Kingdom, a partnership from which the drug company sought improved public relations, and the charity money. Neither side was able to accept this reality. Managers of the partnership insisted that its only purpose was to improve the lifestyle of teenagers. They were supported by a literature on partnership that also tends to ignore the distinction between the task the partnership is set (...) and its fundamental purpose. While much is made of the benefits of partnership, there are likely to be costs, both private and social, associated with failure to admit the purpose of partnership. (shrink)

Heeding the call for a deeper understanding of how cross-sector social partnerships can be managed across different contexts, this article integrates ideas from institutional theory with current debate on cross-boundary collaboration. Adopting the point of view of business actors interested in forming a CSSP to address complex social problems, we suggest that "appropriateness" needs shape business approaches toward partnering for social change, exerting an impact on the benefits that can be gained from it. A theoretical framework is proposed that identifies (...) and frames four CSSP styles, as resulting from combinations of dominant institutional orientations in a field and its general level of coherence. We show how, depending on prevailing institutional logics, intervention models underlying the CSSP have to emphasize either the business soundness of the initiative or its social value, together with a consistent leadership style. Moreover, while directive approaches based on concentrated governance structures aimed at setting the rules of the game are shown to prevail in fields characterized by low level of institutional coherence, participative models emerge in more established fields, with CSSP's promoter playing an integrative role through distributed governance structures. The article concludes with a summary and implications of an institutional-based view of CSSPs. (shrink)

Pragmatic sociology is often read as a reaction to and an alternative to Bourdieu’s ‘critical sociology’. This article, in contrast, offers an assessment of pragmatic sociology in terms of its contribution to the theory of culture in general and its affinities with repertoire theory in particular. Whereas the tendency has been to conceive of repertoires as largely unstructured entities, pragmatic sociology has demonstrated a systematic interest in their internal contents and structure, which it has even expanded through its more recent (...) turn to historical and macro comparative analysis. In the process, however, pragmatic sociology has also been leaning towards a form of cultural sociology that actually challenges some major aspects of repertoire theory–thus also bringing into relief the dilemmas facing any attempt at further elaboration of what is now a growing strand of cultural theory. (shrink)

We provide a grounded model for analysing formation in cross sector social partnerships to understand why business and nonprofit organizations increasingly partner to address social issues. Our model introduces organizational characteristics, organizational motives and history of partner interactions as critical factors that indicate the potential for social change. We argue that organizational characteristics, motives and the history of interactions indicate transformative capacity, transformative intention and transformative experience, respectively. Together, these three factors consist of a framework that aids early detection of (...) unnecessary partnering efforts and provide indicators of partners' transformative potential. Further we discuss the reciprocal, multi-level nature of change in social partnerships through the interplay between the organizational, individual and social levels of reality. The formation stage of partnerships contributes to the partnership and corporate social responsibility (CSR) literatures a deep understanding of the organisations' early interactions by placing within a historical context that reveals their dynamics and their potential to deliver organisational and social change. (shrink)