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By Laurence Schwesinger Berlie

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Extra info for Alliances for Sustainable Development: Business and NGO Partnerships

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These networks, among others, help NGOs establish their role as ‘barometers of society’ as we have already mentioned. com - licensed to University of California-CDL - PalgraveConnect - 2011-04-20 34 In the same way as for knowledge, it is not so much the quantity of this social capital which will count but rather its relevance for the company depending on its goals. Networks present a valuable source of information for the company. 109 This information is all the more interesting because it is different and complementary to that traditionally possessed by the company.

Com - licensed to University of California-CDL - PalgraveConnect - 2011-04-20 16 17 20–30 years. 55 Beyond this relative smoothing out of organisational differences, collaboration is becoming an increasingly widespread strategic behaviour. 3 Attitudes towards collaboration and competition Porter’s theories, influential in the 1980s, considered the company as an island in society. The essence of business strategy was to face competition56 by developing, among other things, entry barriers. 57 The paradigm of individual strategic responses is disappearing in favour of collective strategies (Gray, 1989).

These resources/capabilities are not ends in themselves. 1 Corporate motivations cost reduction, corporate image enhancement or a differentiation of positioning. It is always somewhat artificial to treat these four resources/ capabilities separately, since a company often seeks to obtain several of them simultaneously. Nevertheless, this categorisation makes it easier to analyse the attraction an alliance with an NGO may have for a company. , knowledge, networks, capacity of confrontation). 76 Without credibility, an NGO holds no interest as a partner for a company.

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