Seitanidi, M.May (2009) Employee Involvement in Implementing CSR in Cross Sector Social Partnerships. Corporate Reputation Review, 12 (2). pp. 90-105. ISSN 1363-3589. (doi:10.1057/crr.2009.7) (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:33029)
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/10.1057/crr.2009.7 |
Abstract
Cross sector social partnerships are often portrayed as mechanisms of democratic participation of all involved parties. Hence the role of accountability is prominent in safeguarding that the voices of the internal and external stakeholders are being heard. In a nonprofit-business partnership the role of the nonprofit organization (NPO) is important in safeguarding social standards and high-quality program implementation. The paper presents empirical findings from an in-depth partnership case study between a mining company and an environmental NPO. The analysis identifies the missed opportunities of employee involvement at the nonprofit partner under the three stages of partnership implementation: selection, design and institutionalization. The paper offers recommendations for strengthening the internal accountability mechanisms in order to safeguard corporations' CSR investment and the accountability of NPOs.
Item Type: | Article |
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DOI/Identification number: | 10.1057/crr.2009.7 |
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 12:48 UTC |
Last Modified: | 05 Nov 2024 10:15 UTC |
Resource URI: | https://kar.kent.ac.uk/id/eprint/33029 (The current URI for this page, for reference purposes) |
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