The impact of CSR on nonprofit outcomes: how the choice of corporate partner influences reputation and supportive intentions

PurposeWhile research has shown that corporate social responsibility (CSR) can enhance a company's reputation, less is known about the effects of CSR communication on nonprofits. Hence, the current study seeks to understand how corporate reputation, message credibility and message source may impact consumers' attitudinal and behavioral intentions toward nonprofits.Design/methodology/approachA 2 (corporate reputation: low vs high) × 2 (CSR communication source: newspaper blog vs nonprofit blog) between-subjects online experiment was conducted. Real-world corporations (Toyota and Volkswagen) and a nonprofit (World Wildlife Fund) were chosen based on a pretest.FindingsNonprofit reputation increased after reading a CSR message, especially when it involved a partnership with a low-reputation corporation. Nevertheless, CSR partnerships with high-reputation corporations evoked higher volunteer intentions. Message credibility mediated the relationship between corporate reputation and nonprofit reputation. When the communication source was the nonprofit and the partnership involved a high-reputation corporation, positive evaluations of nonprofit likeability and competence resulted.Practical implicationsNonprofit communication managers should understand the merit of communicating CSR partnerships with their constituents, regardless of medium. Additionally, the choice of a corporate partner is important for certain nonprofit outcomes. Lastly, message credibility is another important factor that should be considered.Originality/valueThe study bridges literature in communications that typically examines CSR by focusing on its effects on corporate outcomes with literature in nonprofit management that looks at nonprofit outcome measures. This study demonstrated that nonprofit–corporate alliances can also influence nonprofit reputation and donation/volunteer intentions based on the reputation of the corporate partner.

New schemes of investment alliances

The article highlights the new configurations of investment alliances regulated by the terms of corporate agreements that are in demand in large and moderately large businesses. The author draws the reader’s attention to the reference targets implemented in the operation of the corresponding models of such agreements of investors in the shares of joint-stock companies and shares in the authorized capital of limited liability companies, as well as on the management and legal tools for achieving these goals. Among others, the authors analyze structures that effectively support the joint business practice of majority and minority shareholders, significant minority shareholders who consolidate corporate control with their help, activate the possibilities of corporate agreements concluded under Russian law for the implementation of mergers and acquisitions projects, as well as anti-raider protection target company. The author refers to the new trends in structuring and formatting agreements of participants in domestic business entities: the desire of participants in corporate alliances to consolidate in shareholder agreements specific technologies for implementing cooperation between signatories, corresponding to their actual organizational, financial and (or) management mission in the structure of an investment alliance at a certain stage of the company's development; application of the structure of a corporate agreement as a compromise scheme for getting out of a conflict situation; active participation of interested third parties in determining a special procedure for exercising the rights of participants; integration of the institution of corporate agreement into the sphere of distribution relations; combining the institution of a corporate agreement with other types of transactions, as well as with the construction of freedom of contractual relations.

Taiwan

iTaiwan’s automotive development strongly supports the proposition that capable institutions are crucial to helping firms in developing countries undertake industrial upgrading. Research institutes, testing and certification centers, training programs, industry associations, and government-supported corporate alliances have flourished for decades. Though modest in size and little known abroad, Taiwan’s leading auto companies export high-quality cars, design and engineer their own models, invest abroad, and export a wide variety of auto parts and car electronics. The success of Taiwanese firms is all the more striking in light of Taiwan’s small and stagnant domestic market. The government embarked on a course of gradual liberalization in the 1980s. Yet it never relinquished the goal of fostering domestically -owned companies capable of making their own vehicles, and simultaneously supported the activities of small and medium-sized firms that have achieved striking success in exporting automotive parts, especially bumpers, body panels, and other accessories for the after-sales market.

Business Education across Regions

The competences (knowledge, skills, and values) required to work in different regions of the world are different to a greater extend. The cases of failures of expatriate managers in foreign assignments and corporate alliances are found in abundance in the existing literature on international business and management. This demands that the business schools offer educational programs that are regionally focused and culturally inclusive. Even though such student-centered and culturally focused programs may cost the institutions in the short term, such strategic actions may be a source of competitive advantage for many of them. In this chapter, the human resource management culture in the Middle East is discussed to exemplify how national and corporate cultures vary from region to region and thus influence the management competences to work in a particular region, nation, or culture.

Enhanced company performance through the development of network alliance management skills: a four-point framework

Purpose The prevalence of corporate alliances has increased significantly in the past 25 years. However, such coalitions do not always produce the required results – a problem that is exacerbated when several partners are involved in a network alliance. Part of the difficulty is that, often, firms do not recognize all of the key issues in the successful management of an alliance. This paper aims to outline a four-point model that can be used to help companies develop their employees and work more effectively within network alliances. Design/methodology/approach This paper is a conceptual paper that draws in examples from Apple and IBM as well as research from the automobile, oil and higher education industries. It then offers a practical ABCD framework to assist companies in developing their staff to work effectively within network alliances. Findings Many studies show that companies who habitually succeed at strategic alliances have developed superior management teams. Despite this, few companies actively encourage training or even set best practices for alliance management. Given the high cost of establishing alliances and the excessive failure rate, it would seem logical that companies would invest time in the development of skills for personnel, thereby facilitating alliance success. If organizations dedicated more time and funds to training staff in the efficient management of alliances, they would considerably increase the likelihood of their success. Originality/value This paper gives a practical framework that can be referred to when developing company employees to work more effectively within a network alliance. This framework is based on analysis from a broad range of industries.

Business Education across Regions

The competences (knowledge, skills, and values) required to work in different regions of the world are different to a greater extend. The cases of failures of expatriate managers in foreign assignments and corporate alliances are found in abundance in the existing literature on international business and management. This demands that the business schools offer educational programs that are regionally focused and culturally inclusive. Even though such student-centered and culturally focused programs may cost the institutions in the short term, such strategic actions may be a source of competitive advantage for many of them. In this chapter, the human resource management culture in the Middle East is discussed to exemplify how national and corporate cultures vary from region to region and thus influence the management competences to work in a particular region, nation, or culture.