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Collaborative Value Creation. A Review of Partnering Between Nonprofits and Businesses. Part 2: Partnership Processes and Outcomes

Austin, James E., Seitanidi, M.May (2012) Collaborative Value Creation. A Review of Partnering Between Nonprofits and Businesses. Part 2: Partnership Processes and Outcomes. Nonprofit and Voluntary Sector Quarterly, 41 (6). pp. 929-968. ISSN 0899-7640. (doi:10.1177/0899764012454685) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:33018)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided.
Official URL:
http://dx.doi.org/10.1177/0899764012454685

Abstract

In this second of a two-part focused review of the nonprofit business and corporate social responsibility (CSR) literature, the authors present the third and fourth components of the collaborative value creation (CVC) framework: the partnering processes that unpack the value creation dynamics and the collaboration outcomes that examine the benefits and costs on multiple levels. The authors suggest that greater value is created at all levels of analysis, micro, meso, and macro, as collaboration moves from sole creation to co-creation of value. The CVC framework assigns equal importance to all forms of value (economic, social, and environmental), types of actors (individuals, organizations, and societies), and time scales (short/long term), providing the analytical paths for assessing value creation holistically. Examining systematically the processes and the outcomes of value co-creation allows for greater specificity, dimensionality, and inclusivity. The article concludes by delineating the contribution of the CVC framework and offering recommendations for future research.

Item Type: Article
DOI/Identification number: 10.1177/0899764012454685
Uncontrolled keywords: co-creation, collaboration, collaborative value creation framework, corporate social responsibility, cross-sector partnering, nonprofits & businesses, value creation
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Divisions > Kent Business School - Division > Department of Leadership and Management
Depositing User: May Seitanidi
Date Deposited: 18 Jan 2013 11:41 UTC
Last Modified: 16 Nov 2021 10:10 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/33018 (The current URI for this page, for reference purposes)

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