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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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So the new environment of businesses and NGOs encourages these alliances. However, it is not only the business environment itself that has changed but also the way these institutions respond to it. Their responses are influenced by the characteristics of businesses and NGOs, as well as by a wider trend in the prevalence of collaboration strategies in organisational behaviour. 2 Changes in organisational characteristics The organisational characteristics of businesses and NGOs have changed. At the centre of this evolution is the way they position themselves with regard to environmental issues.

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.

Fowler (2004a) speaks of the moral authority of NGOs, and SustainAbility (2003) stresses their fundamental role in fashioning ideas and development trends over the last few decades. Andriof and Marsden (2000) state that the power of NGOs is not a passing fad but rather the expression of a new form of consumer power, the result of deep social, economic and cultural changes. Whereas in the 1960s and 1970s, companies were not overly concerned about the impact of NGOs on their activities or strategies, the rise in power of the NGOs has certainly played a key role in business’ change of behaviour.

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