Business-NGO partnerships
5 important questions on Business-NGO partnerships
What is the reason why, based on the quote stated to the left, gsk and Save the Children want to collaborate?
What are the 5 drivers for business to have a business-NGO engagement? And shortly discuss the drivers
- Innovation: cross-fertilisation of knowledge.
- Reputation: NGO credibility with public because they evolve around societal issues - brand image.
- Engagement: Desire to engage with stakeholders.
- Risk management: Desire to head off negative public confrontations (relates back to the reputation argument).
- Welfare: Employee satisfaction.
What are the 5 brakes on business side when it comes to business-NGO engagement?
- Different end goals/primary goals.
- Different worldviews/values.
- Concerns over confidentiality of information shared with NGOs.
- Difficulties of addressing increasing expectations.
- Short-term financial concerns/opportunity costs (what else can the company do with the resources they now use for the partnership).
- Higher grades + faster learning
- Never study anything twice
- 100% sure, 100% understanding
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What are the drivers for NGO's to engage in business-NGO engagement? List the 4
- Innovation: Cross-fertilization of knowledge.
- Credibility: Partnering with MNCs (as an actor in the field).
- Resources: Need for funding, technical skills, management etc.
- Impact: Greater potential of market-based solutions, greater leverage.
What are the 4 brakes on the NGO side when it comes to business-NGO engagement?
- Inconsistency in company "talk" and "walk".
- Perceptions of co-optation? (the partnership can steer more towards the interests of the corporation than the NGO)
- Conflicts with membership and fundraising base. (Oatly)
- Opportunity costs: working through other (e.g. Regulatory) channels.
The question on the page originate from the summary of the following study material:
- A unique study and practice tool
- Never study anything twice again
- Get the grades you hope for
- 100% sure, 100% understanding
