Skip to main content
SpringerLink
Log in

Higher Education’s Motives for Corporate Support

  • Chapter
  • First Online:
Corporate Citizenship and Higher Education

  • 353 Accesses

Abstract

Why does higher education want to be engaged with corporations? This chapter discusses the development of and understanding of a relationship between two types of institutions as well as how higher education organizes corporate relations. The major themes emerging from the researcher’s dissertation to answer research question one—Why does a higher education institution accept corporate citizenship engagement and financial support?—include the areas of viable resources, student enrichment, and real-world connectivity. Examples and content are discussed so that higher education representatives know what value they offer and internal motives for wanting business and corporate support.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 84.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Aldrich, H. E. (1979). Organizations and environments. Englewood Cliffs, NJ: Prentice-Hall.

    Google Scholar 

  • Andresen, K. (2006). Robin Hood marketing: Stealing corporate savvy to sell just causes. San Francisco, CA: Wiley & Sons.

    Google Scholar 

  • Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20–39.

    Article  Google Scholar 

  • Benioff, M., & Adler, C. (2007). The business of changing the world: Twenty great leaders on strategic corporate philanthropy. New York, NY: McGraw-Hill.

    Google Scholar 

  • Birnbaum, R. (2000). Management fads in higher education. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Bolman, L. G., & Deal, T. D. (2008). Reframing organizations: Artistry, choice, and leadership (4th ed.). San Francisco, CA: Wiley.

    Google Scholar 

  • Brock, D. (2007, July 5). Focus on a customer’s need to buy, not on your need to sell. EyesOnSales. Retrieved from http://www.eyesonsales.com/content/article/focus_on_a_customers_need_to_buy_not_your_need_to_sell

  • Buchanan, P. W. (1991). Variables influencing corporate giving to higher education in Michigan. Unpublished doctoral dissertation, The University of Michigan, Ann Arbor, MI.

    Google Scholar 

  • Burson, E. N. (2009, August 13–14). Management of the long-term relationship. Presentation at the NACRO Annual Meeting, Seattle, WA. Retrieved from http://web.mac.com/nacro/NACRO/Toolbox.html

  • Clevenger, M. R. (2014). An organizational analysis of the inter-organizational relationships between a public American higher education university and six United States corporate supporters: An instrumental, ethnographic case study using Cone’s corporate citizenship spectrum. ProQuest published doctoral dissertation, University of Missouri-Columbia, Columbia, MO. Retrieved from https://mospace.umsystem.edu/xmlui/handle/10355/45866

  • Clevenger, M. R. (2016). Senior leaders as effective fundraisers: A toolbox for dealing with complexities in the new ecology. In H. C. Alphin Jr., J. Lavine, S. Stark, & A. Hocker’s (Eds.), Facilitating higher education growth through fundraising and philanthropy (pp. 82–107). Hershey, PA: IGI Global.

    Chapter  Google Scholar 

  • Clevenger, M. R., & MacGregor, C. J. (2016). The role of corporate and foundation relations development officers. In H. C. Alphin Jr., J. Lavine, S. Stark, & A. Hocker’s (Eds.), Facilitating higher education growth through fundraising and philanthropy (pp. 256–293). Hershey, PA: IGI Global.

    Chapter  Google Scholar 

  • Cone, C. (2010, October 27). The new era of global corporate citizenship & compliance. Presentation at Net Impact Conference, University of Michigan, Ann Arbor, MI.

    Google Scholar 

  • Crutchfield, L. R., & Grant, H. M. (2008). Forces for good: The six practices of high-impact nonprofits. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Cummings, D. L. (1991). Building relationships with grantseekers. In J. P. Shannon (Ed.), The corporate contributions handbook: Devoting private means to public needs (pp. 299–309). San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Eddy, P. L. (2010). Partnerships and collaborations in higher education. ASHE Higher Education Report, 36(2). San Francisco, CA: Wiley.

    Google Scholar 

  • Elliott, D. (2006). The kindness of strangers: Philanthropy and higher education. New York, NY: Rowman & Littlefield Publishers.

    Google Scholar 

  • Fischer, M. (2000). Ethical decision making in fund raising. New York, NY: Wiley.

    Google Scholar 

  • Fortunato, M. W.-P., Alter, T. R., Clevenger, M. R., & MacGregor, C. J. (2019). Higher educational engagement in economic development in collaboration with corporate powerhouses. In M. R. Clevenger & C. J. MacGregor’s (Eds.), Business and corporation engagement with higher education: Models, theories, and best practices (pp. 151–178). Bingley, UK: Emerald Publishing.

    Chapter  Google Scholar 

  • Fulton, K., & Blau, A. (2005). Looking out for the future: An orientation for twenty-first century philanthropists. Cambridge, MA: The Monitor Group.

    Google Scholar 

  • Gould, E. (2003). The University in a corporate culture. New Haven, CT: Yale University Press.

    Google Scholar 

  • Greenfield, J. M. (2008). Rights of donors. In J. G. Pettey (Ed.), Ethical fundraising: A guide for nonprofit boards and fundraisers (pp. 19–36). Hoboken, NJ: Wiley.

    Google Scholar 

  • Hartford, G. A. (2000). Corporate fund raising at large research universities. In M. K. Murphy’s (Ed.), Corporate and foundation support: Strategies for funding education in the 21st century (pp. 71–77). New York, NY: CASE.

    Google Scholar 

  • Hearn, J. C. (2003). Diversifying campus revenue streams: Opportunities and risks. Washington, DC: American Council on Education.

    Google Scholar 

  • Jacobson, H. K. (Ed.). (1978). Evaluating advancement programs: New directions for institutional advancement. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Johnson, J. (2007a, August 16). Making the connection: Metrics of success. Presentation at the NACRO Annual Meeting, Minneapolis, MN. Retrieved from http://web.mac.com/nacro/NACRO/Toolbox.html

  • Johnson, J. (2007b, August 16). Making the connection: University-Industry relations and corporate relations models. Presentation at the NACRO Annual Meeting, Minneapolis, MN. Retrieved from http://web.mac.com/nacro/NACRO/Toolbox.html

  • Johnson, J. (2008, April 14–15). Survey tools and implications: Measuring impact. Presentation at the NACRO Annual Meeting, Atlanta, GA. Retrieved from http://web.mac.com/nacro/NACRO/Toolbox.html

  • Litan, R. E., & Mitchell, L. (2011). Should universities be agents of economic development? In C. J. Schramm (Ed.), The future of the research University: Meeting the global challenges of the 21st century (pp. 123–146). Kansas City, MO: The Ewing Marion Kauffman Foundation.

    Google Scholar 

  • McCoy, C. J. (2011). Toward an understanding of causes and identified types of university-industry relations in U.S. public research universities. Master’s thesis, University of Oklahoma Graduate College. https://doi.org/10.13140/RG.2.2.36726.70726

  • McCoy, C. J. (2017). The evolution of corporate relations offices. Presentation at the NACRO Conference, Seattle, WA. Retrieved from http://nacrocon.org/sites/default/files/NACRO_McCoy%20%28170809%29.pdf

  • McGowan, D. (2012, August 1). Academic corporate relations: Contact sport, slow waltz, or both? Presentation at the NACRO Conference, Evanston, IL. Retrieved from http://www.nacroonline.org/conference-presentations

  • Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83, 340–363.

    Article  Google Scholar 

  • Morgan, G. (2006). Images of organization. Thousand Oaks, CA: Sage.

    Google Scholar 

  • Pfeffer, J., & Salancik, G. R. (2003). The external control of organizations: A resource dependence perspective. Stanford, CA: Stanford University Press.

    Google Scholar 

  • Pollack, R. H. (1998). Give and take: Create a mutually beneficial relationship to bring corporate support to your campus. Currents, 24(2), 16–22.

    Google Scholar 

  • Pollard, J. A. (1958). Fund-raising for higher education. New York, NY: Harper & Brothers, Publishers.

    Google Scholar 

  • Powell, W. W., & DiMaggio, P. J. (Eds.). (1991). The new institutionalism in organizational analysis. Chicago, IL: University of Chicago.

    Google Scholar 

  • Rhodes, F. H. T. (2001). The creation of the future: The role of the American University. Ithaca, NY: Cornell University.

    Google Scholar 

  • Ring, P. S., & Van de Ven, A. H. (1994). Developmental processes of cooperative interorganizational relationships. Academy of Management Review, 19(1), 90–118.

    Article  Google Scholar 

  • Saul, J. (2011). The end of fundraising: Raise more money selling your impact. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Schein, E. H. (1985). Organizational culture and leadership. San Francisco, CA: Jossey-Bass Publishers.

    Google Scholar 

  • Sheldon, K. S. (2000). Successful corporate fundraising: Effective strategies for today’s nonprofits. New York, NY: Wiley & Sons.

    Google Scholar 

  • Sirsly, C.-A. T. (2009). 75 years of lessons learned: Chief executive officer values and corporate social responsibility. Journal of Management, 15(1), 78–94.

    Google Scholar 

  • Smith Jr., L. (1968). Guidelines for efforts of public universities to attract corporate support. Unpublished doctoral dissertation, The Florida State University, Tallahassee, FL.

    Google Scholar 

  • Sturm, P., Jacobs, K., Feuerborn, B., Ortendahl, D., Bunch, M., Fayad, B. et al. (2018). 2018 annual member survey institutional focus. Network of Academic Corporate Relations Officers Benchmarking Committee Report. Retrieved from member access at http://nacrocon.org/members/benchmarking

  • Symonds, W. C. (2009). School’s out on achievement gap: Educator urges rethinking of student preparation to meet demands of the 21st century global economy. The Corporate Citizen, 3, 27–29.

    Google Scholar 

  • Tromble, W. W. (1998). Corporate and foundation relations. In W. W. Tromble (Ed.), Excellence in advancement: Applications for higher education and nonprofit organizations (pp. 93–118). Gaithersburg, MD: Aspen Publishers.

    Google Scholar 

  • Worth, M. J. (2000). Educational fund raising: Introduction. In P. Buchanan (Ed.), Handbook of institutional advancement (3rd ed., pp. 294–298). Washington, DC: CASE.

    Google Scholar 

  • Worth, M. J. (2002). New strategies for educational fund-raising. Portland, OR: Book News.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Post-doctoral Fellow in Corporate Social Responsibility and Global Business Ethics, Monarch Business School, Zug, Switzerland

    Morgan R. Clevenger

Authors
  1. Morgan R. Clevenger
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2019 The Author(s)

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Clevenger, M.R. (2019). Higher Education’s Motives for Corporate Support. In: Corporate Citizenship and Higher Education. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-02447-5_3

Download citation

Publish with us

Policies and ethics

Search

Navigation