By Laurence Schwesinger Berlie
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Extra info for Alliances for Sustainable Development: Business and NGO Partnerships
It will therefore be up to a company to identify the specific NGO which has the relevant expertise. The companies questioned in a survey conducted among members of the World Business Council for Sustainable Development in France, Great Britain and Mexico96 expressed clear preferences when it came to identifying the areas of expertise they most looked for in NGOs. They voted overwhelmingly for three areas of NGO knowledge: working with local communities (70%), their function as ‘barometers of society’97 (70%) and ecosystem management (60% of all companies, but 100% of companies whose activities are related to natural resource management).
Research on alliances generally takes this view as its starting point, adopting an environmental perspective. But an alliance cannot exist if it is not based on a certain number of individual motivations (or organisational motivations), which are not necessarily related to strictly environmental benefits. com - licensed to University of California-CDL - PalgraveConnect - 2011-04-20 2 24 Alliances for Sustainable Development When considering corporate–NGO alliances, businesses respond to the same fundamental rationale as when considering inter-firm alliances: an increase in competitive advantage.
The same type of collaboration in Afghanistan is described by Waddell (1999). Managing a natural resource of common interest: [The] Nature Conservancy and Georgia-Pacific, in the USA, set up a partnership in 1994 to jointly manage the land and forests belonging to the forestry company Georgia-Pacific (for further details, see Austin, 1999). , Program of Poverty and Environment in the Amazon] and DaimlerChrysler went into partnership in 1991, to develop a research project on substituting synthetic fibres for natural fibres in car interiors.
Alliances for Sustainable Development: Business and NGO Partnerships by Laurence Schwesinger Berlie