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Collaboration between nonprofits and businesses is increasing and becoming more strategically important. Based on 15 case studies, this article presents a cross-sector collaboration framework consisting of four components. First, the collaboration continuum provides a conceptual framework for categorizing different types of partnerships and studying their possible evolution through three principal stages: philanthropic, transactional, and integrative. Second, the collaboration value construct facilitates the analysis of the definition, creation, balance, and renewal of the value generated in different types of alliances. Third, a set of alliance drivers is identified that determines the nature and functioning of the partnerships. Fourth, alliance enablers that contribute to the effective management of the relationship are set forth. The article discusses the dynamics of the alliance marketplace. The research builds on and extends existing interorganizational research theories by providing a distinctive conceptual framework and new empirical understanding of cross-sector alliances. Future research needs are identified.

AbstractHow do nonprofits figure into the lives of business leaders? And how do business leaders figure into the lives of nonprofits? The intersections exist but there is relatively little systematic research to document empirically this piece of the nonprofit picture. This article aims to help fill that void by presenting research results regarding the who, when, where, why, how, and so what of the involvement of businesspeople in the nonprofit sector, particularly as board members.

The roots of malnutrition are found in economics, education, agriculture, and health. This multiple etiology requires that approaches to the problem engage many different institutions. These organizations can be viewed as constituting an International Nutrition Institutional Network. The functions of this system are collection and dissemination of information, provision of goods and services, financing, and coordination. Significant problems, however, have been identified in the performance of these functions. These are organizational: poor coordination, vague responsibility delineation, inadequate evaluation, people limitations, and internationalnational relationships. They are also political: policy vacuum, knowledge gaps, and priority conflicts. Unless these are rectified, the Network's effectiveness will remain severely limited.

Frontmatter -- Contents -- Preface -- PART I: INTRODUCTION -- 1. The Path of Exploration / Austin, James E. / Esteva, Gustavo -- PART II: STRATEGY -- 2. Food Needs and Capacities: Four Centuries of Conflict / Esteva, Gustavo -- 3. The Conception of SAM / Montanari, Mario -- PART III: IMPLEMENTATION -- 4. State-Owned Enterprises: Food Policy Implementers / Austin, James E. / Fox, Jonathan -- 5. Channeling Credit to the Countryside / Pessah, Raul -- 6. SAM and Seeds / Barkin, David -- 7. Generating and Disseminating Technology / Viniegra Gonzalez, Gustavo -- 8. The Peasant Initiative / Medellin E., Rodrigo A. -- 9. Feeding Mexico City / Hewitt de Alcantara, Cynthia -- 10. SAM and the Mexican Private Sector / Guillermo Sequeira, Carlos -- PART IV: IMPACT -- 11. SAM's Cost and Impact on Production / Andrade, Armando / Blanc, Nicole -- 12. SAM's Influence on Food Consumption and Nutrition / Schatan W., Jacobo -- 13. SAM, Energy, and Structural Change in the Agricultural Sector / Timmer, C. Peter -- 14. SAM's Impact on Income Distribution / Gibson, Bill / Lustig, Nora / Taylor, Lance -- PART V: THE FUTURE -- 15. SAM's Successor: PRONAL / Madrid Hurtado, Miguel de la / Angeles Moreno, Maria de los / Jusidman de Bialotovsky, Clara -- 16. Final Reflections / Austin, James E. / Esteva, Gustavo -- Glossary -- Index

With over a hundred case examples from around the globe and hundreds of literature references, the book reveals how collaboration between businesses and nonprofit organizations can most effectively co-create significant economic, social, and environmental value for society, organizations, and individuals. It features the ground-breaking Collaborative Value Creation framework that can be used for analyzing the sources, forms, and processes of value creation in partnerships between businesses and nonprofits. The book is a step-by-step guide for business managers and non-profit practitioners for achieving successful cross-sector partnerships. It examines the key dimensions of the Collaborative Mindset that shape each partner's collaborative efforts. It analyzes the drivers of partnership evolution along the Collaboration Continuum, and sets forth the key pathways in the Collaboration Process Value Chain. The book concludes by offering Twelve Smart Practices of Collaborative Value Creation for the design and management of cross sector partnerships. --

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.