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Corporate awakening – why (some) corporations embrace public–private partnerships

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  • Julie LaFrance
  • Martin Lehmann

Abstract

Predominantly since the 1992 Rio Summit, corporations have been increasingly pursuing partnerships with public institutions including governments, international organizations and NGOs that aim to contribute to sustainable development activities. Partnerships have become more common as corporations react to mounting pressure from corporate stakeholders, civil society and government on the responsible nature of their business practices. The corporate awakening towards a broader role of business in society and the trend of corporations embracing partnerships has led many to question the driving factors that motivate corporations to pursue partnerships. In this paper, the authors examine the underlying drivers of corporate organizational behaviour from the theoretical perspectives of both legitimacy and stakeholder needs, and discuss the challenges of gaining insight into why corporations embrace public–private partnerships. These theoretical perspectives are used to gain a deeper understanding of the corporate drivers that motivated TOTAL S.A. to approach UNESCO for cooperation on community development programmes in Myanmar. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.

Suggested Citation

  • Julie LaFrance & Martin Lehmann, 2005. "Corporate awakening – why (some) corporations embrace public–private partnerships," Business Strategy and the Environment, Wiley Blackwell, vol. 14(4), pages 216-229, July.
    • Handle: RePEc:bla:bstrat:v:14:y:2005:i:4:p:216-229
    DOI: 10.1002/bse.471
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    References listed on IDEAS

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    1. Henning Madsen & John P. Ulhøi, 2001. "Integrating environmental and stakeholder management," Business Strategy and the Environment, Wiley Blackwell, vol. 10(2), pages 77-88, March.
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    Cited by:

    1. Christensen, David & Bach, Leu Tho, 2015. "A Danish–Vietnamese partnership for business and technology development in solid waste management," Resources, Conservation & Recycling, Elsevier, vol. 105(PA), pages 123-133.
    2. S. M. Shafiul Alam & K. M. Zahidul Islam, 2021. "Examining the role of environmental corporate social responsibility in building green corporate image and green competitive advantage," International Journal of Corporate Social Responsibility, Springer, vol. 6(1), pages 1-16, December.
    3. Tim Benijts, 2014. "A Business Sustainability Model for Government Corporations. A Belgian Case Study," Business Strategy and the Environment, Wiley Blackwell, vol. 23(3), pages 204-216, March.
    4. Erik G. Hansen & Martin Sextl & Ralf Reichwald, 2010. "Managing strategic alliances through a community‐enabled balanced scorecard: The case of Merck Ltd, Thailand," Business Strategy and the Environment, Wiley Blackwell, vol. 19(6), pages 387-399, September.

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