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  1. Engaged Scholarship: A Guide for Organizational and Social Research.Andrew H. Van de Ven - 2007 - Oxford University Press.
    A guide for organizational and social research in business studies and the social sciences, providing a clear framework for research design and methodology. It will be an invaluable tool for academics, researchers, and graduate students across the social sciences concerned with rigorous and relevant research in the contemporary world.
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  • Value Frame Fusion in Cross Sector Interactions.Marlene J. Le Ber & Oana Branzei - 2010 - Journal of Business Ethics 94 (1):163 - 195.
    Prior research flags the inherent incompatibilities between for-profit and nonprofit partners and cautions that clashing value creation logics and conflicting identities can stall social innovation in cross sector partnerships. Process narratives of successful versus unsuccessful cross sector partnerships paint a more optimistic picture, whereby the frequency, intensity, breadth, and depth of interactions may afford frame alignment despite partners' divergent value creation approaches. However, little is known about how cross sector partners come to recognize and reconcile their divergent value creation frames (...)
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  • Cross-Sector Partnerships for Systemic Change: Systematized Literature Review and Agenda for Further Research.Amelia Clarke & Andrew Crane - 2018 - Journal of Business Ethics 150 (2):303-313.
    The literature on cross-sector partnerships has increasingly focused attention on broader systemic or system-level change. However, research to date has been partial and fragmented, and the very idea of systemic change remains conceptually underdeveloped. In this article, we seek to better understand what is meant by systemic change in the context of cross-sector partnerships and use this as a basis to discuss the contributions to the Thematic Symposium. We present evidence from a broad, multidisciplinary systematized review of the extant literature, (...)
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  • Exploring the Relationship Between Business Model Innovation, Corporate Sustainability, and Organisational Values within the Fashion Industry.Esben Rahbek Gjerdrum Pedersen, Wencke Gwozdz & Kerli Kant Hvass - 2018 - Journal of Business Ethics 149 (2):267-284.
    The objective of this paper is to examine the relationship between business model innovation, corporate sustainability, and the underlying organisational values. Moreover, the paper examines how the three dimensions correlate with corporate financial performance. It is concluded that companies with innovative business models are more likely to address corporate sustainability and that business model innovation and corporate sustainability alike are typically found in organisations rooted in values of flexibility and discretion. Business model innovation and corporate sustainability thus seem to have (...)
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  • Measuring Corporate Social Responsibility and Impact: Enhancing Quantitative Research Design and Methods in Business and Society Research.Dirk Matten, Bryan W. Husted, Irene Henriques & Andrew Crane - 2017 - Business and Society 56 (6):787-795.
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  • Value Creation in Inter-Organizational Collaboration: An Empirical Study.Morgane Le Pennec & Emmanuel Raufflet - 2018 - Journal of Business Ethics 148 (4):817-834.
    Over the last decade, businesses, policymakers, and researchers alike have advocated the need for value creation through inter-organizational collaboration. Researchers have widely argued that organizations that are engaged in collaborative processes create value. Because researchers have tended to focus on the identification of organizational motivations and on key success factors for collaboration, however, both the nature and processes of value creation in inter-organizational collaboration have yet to be examined. A recent theory by Austin and Seitanidi :726–758, 2012a; Nonprofit Volunt Sect (...)
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  • Enhancing the Impact of Cross-Sector Partnerships: Four Impact Loops for Channeling Partnership Studies.Rob van Tulder, M. May Seitanidi, Andrew Crane & Stephen Brammer - 2016 - Journal of Business Ethics 135 (1):1-17.
    This paper addresses the topic of this special symposium issue: how to enhance the impact of cross-sector partnerships. The paper takes stock of two related discussions: the discourse in cross-sector partnership research on how to assess impact and the discourse in impact assessment research on how to deal with more complex organizations and projects. We argue that there is growing need and recognition for cross-fertilization between the two areas. Cross-sector partnerships are reaching a paradigmatic status in society, but both research (...)
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  • Collaborative Strategic Management: Strategy Formulation and Implementation by Multi—Organizational Cross—Sector Social Partnerships.Amelia Clarke & Mark Fuller - 2010 - Journal of Business Ethics 94 (S1):85-101.
    The focus of this article is on multi-organizational cross-sector social partnerships (CSSP), an increasingly common means of addressing complex social and ecological problems that are too extensive to be solved by any one organization. While there is a growing body of literature on CSSP, there is little focus on collaborative strategic management, especially where implementation and outcomes are concerned. This study addresses these gaps by offering a conceptual model of collaborative strategic management, which is then tested through the use of (...)
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  • Outcomes to Partners in Multi-Stakeholder Cross-Sector Partnerships: A Resource-Based View.Adriane MacDonald & Amelia Clarke - 2019 - Business and Society 58 (2):298-332.
    The prevalence and complexity of local sustainable development challenges require coordinated action from multiple actors in the business, public, and civil society sectors. Large multi-stakeholder partnerships that build capacity by developing and leveraging the diverse perspectives and resources of partner organizations are becoming an increasingly popular approach to addressing such challenges. Multi-stakeholder partnerships are designed to address and prioritize a social problem, so it can be challenging to define the value proposition to each specific partner. Using a resource-based view, this (...)
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  • Capturing Collaborative Challenges: Designing Complexity-Sensitive Theories of Change for Cross-Sector Partnerships.Rob van Tulder & Nienke Keen - 2018 - Journal of Business Ethics 150 (2):315-332.
    Systems change requires complex interventions. Cross-sector partnerships face the daunting task of addressing complex societal problems by aligning different backgrounds, values, ideas and resources. A major challenge for CSPs is how to link the type of partnership to the intervention needed to drive change. Intervention strategies are thereby increasingly based on Theories of Change. Applying ToCs is often a donor requirement, but it also reflects the ambition of a partnership to enhance its transformative potential. The current use of ToCs in (...)
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  • Harnessing Wicked Problems in Multi-stakeholder Partnerships.Domenico Dentoni, Verena Bitzer & Greetje Schouten - 2018 - Journal of Business Ethics 150 (2):333-356.
    Despite the burgeoning literature on the governance and impact of cross-sector partnerships in the past two decades, the debate on how and when these collaborative arrangements address globally relevant problems and contribute to systemic change remains open. Building upon the notion of wicked problems and the literature on governing such wicked problems, this paper defines harnessing problems in multi-stakeholder partnerships as the approach of taking into account the nature of the problem and of organizing governance processes accordingly. The paper develops (...)
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  • Maintenance of Cross-Sector Partnerships: The Role of Frames in Sustained Collaboration.Elizabeth J. Klitsie, Shahzad Ansari & Henk W. Volberda - 2018 - Journal of Business Ethics 150 (2):401-423.
    We examine the framing mechanisms used to maintain a cross-sector partnership that was created to address a complex long-term social issue. We study the first 8 years of existence of an XSP that aims to create a market for recycled phosphorus, a nutrient that is critical to crop growth but whose natural reserves have dwindled significantly. Drawing on 27 interviews and over 3000 internal documents, we study the evolution of different frames used by diverse actors in an XSP. We demonstrate (...)
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  • From governance to Governance: On Blurring Boundaries. [REVIEW]Andrew Crane - 2010 - Journal of Business Ethics 94 (1):17 - 19.
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  • Forming Strategic Cross-Sector Partnerships.Marlene Le Ber - 2010 - Business and Society 49 (1):140-172.
    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 (...)
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