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Business-Foundation Partnerships and Foundation Performance: Evidence from the Spanish Foundation Sector


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  • María José Sanzo Author-1-Name-First: María José Author-1-Name-Last: Sanzo

    (IIIS Visiting Academic and Professor of Marketing, University of Oviedo, Spain)

  • Luis I. Álvarez Author-2-Name-First: Luis I. Author-2-Name-Last: Álvarez

    (University of Oviedo, Spain)

  • Marta Rey Author-3-Name-First: Marta Author-3-Name-Last: Rey

    (University of La Coruña, Spain)

  • Nuria García Author-4-Name-First: Nuria Author-4-Name-Last: García

    (University of Oviedo, Spain)

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    This research analyzes the effects of partnerships between firms and nonprofit organizations (specifically, foundations) on the foundations' development of two critical capabilities, namely, human resource management and information and communication technology competence. We propose that the stronger the firm–foundation relationship, in terms of perceived value, communication, reduced conflict, trust, and commitment, the greater the transfer of resources and know-how should be from the firm to the foundation, and therefore the greater the foundations' development of key capabilities needed to achieve their social aims. Empirical research is based on a survey of a representative sample of 325 Spanish foundations selected according to the basic descriptors of the Spanish foundation sector provided by the Spanish Institute for Strategic Analysis of Foundations, INAEF. Structural equation techniques with EQS 6.2 served to analyze the data. The results confirm that this type of firm–foundation relationship positively influences the extent to which a foundation develops both competences.

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    Bibliographic Info

    Paper provided by IIIS in its series The Institute for International Integration Studies Discussion Paper Series with number iiisdp402.

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    Length: 37 pages
    Date of creation: Jul 2012
    Date of revision:
    Handle: RePEc:iis:dispap:iiisdp402

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    Related research

    Keywords: Business–nonprofit partnerships; corporate responsibility; foundations; internal marketing; information technology; performance;

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    1. Gounaris, Spiros P., 2006. "Internal-market orientation and its measurement," Journal of Business Research, Elsevier, vol. 59(4), pages 432-448, April.
    2. Maria Seitanidi & Dimitrios Koufopoulos & Paul Palmer, 2010. "Partnership Formation for Change: Indicators for Transformative Potential in Cross Sector Social Partnerships," Journal of Business Ethics, Springer, vol. 94(1), pages 139-161, July.
    3. Maria Seitanidi & Andrew Crane, 2009. "Implementing CSR Through Partnerships: Understanding the Selection, Design and Institutionalisation of Nonprofit-Business Partnerships," Journal of Business Ethics, Springer, vol. 85(2), pages 413-429, April.
    4. Ananya Reed & Darryl Reed, 2009. "Partnerships for Development: Four Models of Business Involvement," Journal of Business Ethics, Springer, vol. 90(1), pages 3-37, May.
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