Skip to main content
SpringerLink
Log in

Leveraging Sustainable Business Model Innovation Through Business-NGO Collaboration

  • Chapter
  • First Online:
Sustainable Business Models

Abstract

This chapter aims to explore and explain the use of collaborative innovation and partnerships in leveraging the development of different types of sustainable business models (SBMs). Through open source innovation and collaborations with other types of partners/stakeholders companies get access to new knowledge, capabilities, resources and networks/partners, which is a prerequisite to SBM. Thus the emphasis of this chapter is to explore the concept of businesses and Non-Governmental Organizations (NGOs) collaborating in designing new SBMs. Through a literature review and case examples, a typology of SBM archetypes through business-NGO collaborations is identified and presented. Each of the identified four SBM archetypes through business-NGO collaborations are explained through a mapping of the unique characteristics of the archetype, a case example and a discussion of the specific drivers and potential challenges to be considered by businesses and managers in engaging in these collaborations.

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 129.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 169.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 169.99
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

  • Aagaard, A. 2016. Sustainable Business—Integrating CSR in Business and Functions. River Publishers.

    Google Scholar 

  • Aagaard, A., and S. Ritzén. 2018. Creating and Capturing Sustainable Value Through Sustainable Business Models and Service Innovation. Conference paper presented at the 25th IPDMC: Innovation and Product Development Management Conference, Porto, Portugal, June 10–13, 2018.

    Google Scholar 

  • Adams, R., S. Jeanrenaud, J. Bessant, P. Overy, and D. Denyer. 2012. Innovating for Sustainability. A Systematic Review of the Body of Knowledge. ON, Canada: Network for Business Sustainability.

    Google Scholar 

  • Adderly, S., and D. Mellor. 2014. Who’s Influencing Whom? Developing Sustainable Business Partnerships. EuroMed Journal of Business 9 (1): 60–74.

    Article  Google Scholar 

  • Angus-Leppan, T., L. Metcalf, and S. Benn. 2010. Leadership Styles and CSR Practice: An Examination of Sense-Making, Institutional Drivers and CSR Leadership. Journal of Business Ethics 93 (2): 189–213.

    Article  Google Scholar 

  • Arenas, D., J. Lozano, and L. Albareda. 2009. The Role of NGOs in CSR: Mutual Perceptions Among Stakeholders. Journal of Business Ethics 88 (1): 175–197.

    Article  Google Scholar 

  • Argenti, P.A. 2004. Collaborating with Activists: How Starbucks Works with NGOs. California Management Review 47 (1): 91–116.

    Article  Google Scholar 

  • Aulakh, P.S., M. Kotabe, and A. Sahay. 1997. Trust and Performance in Cross-Border Marketing Partnerships: A Behavioral Approach. In Cooperative Strategies, North American Perspectives, ed. P.W. Beamish and J.P. Killing. San Francisco: The New Lexington Press.

    Google Scholar 

  • Austin, J.E. 2000. The Collaboration Challenge: How Nonprofits and Businesses Succeed Through Strategic Alliances. San Francisco, CA: Jossey Bass Ltd.

    Google Scholar 

  • ———. 2003. Marketing’s Role in Cross-Sector Collaboration. Journal of Nonprofit & Public Sector Marketing 11 (1): 23–39.

    Article  Google Scholar 

  • Austin, J.E., and M. Seitanidi. 2012. Collaborative Value Creation: A Review of Partnering Between Non-profits and Businesses: Part 1: Value Creation Spectrum and Collaborative Stages. Nonprofit & Voluntary Sector Quarterly 45 (5): 726–758.

    Article  Google Scholar 

  • Bansal, P. 2005. Evolving Sustainability: A Longitudinal Study of Corporate Sustainable Development. Strategic Management Journal 26: 197–218.

    Article  Google Scholar 

  • Barney, J., and M.H. Hansen. 1994. Trustworthiness as a Source of Competitive Advantage. Strategic Management Journal 15: 175–190.

    Article  Google Scholar 

  • Basil, D.Z., and P.M. Herr. 2003. Dangerous Donations? The Effects of Cause-Related Marketing on Charity Attitude. Journal of Nonprofit & Public Sector Marketing 11 (1): 59–76.

    Article  Google Scholar 

  • Birkin, F., T. Polesie, and L. Lewis. 2009. A New Business Model for Sustainable Development: An Exploratory Study Using the Theory of Constraints in Nordic Organizations. Business Strategy and the Environment 18 (5): 277–290.

    Article  Google Scholar 

  • Bocken, N.M.P., S.W. Short, P. Rana, and S. Evans. 2014. A Literature and Practice Review to Develop Sustainable Business Model Archetypes. Journal of Cleaner Production 65: 42–56.

    Article  Google Scholar 

  • Boons, F., and F. Lüdeke-Freund. 2013. Business Models for Sustainable Innovation: State-of the Art and Steps Towards a Research Agenda. Journal of Cleaner Production 45: 9–19.

    Article  Google Scholar 

  • Bowen, F., A. Newenham-Kahindi, and I. Herremans. 2010. When Suits Meet Roots: The Antecedents and Consequences of Community Engagement Strategy. Journal of Business Ethics 95 (2): 297–318.

    Article  Google Scholar 

  • Bowman, C., and V. Ambrosini. 2000. Value Creation Versus Value Capture: Towards a Coherent Definition of Value in Strategy. British Journal of Management 11: 1–15.

    Article  Google Scholar 

  • Carroll, A.B., and K.M. Shabana. 2010. The Business Case for Corporate Social Responsibility: A Review of Concepts, Research and Practice. International Journal of Management Reviews 12 (1): 85–105.

    Article  Google Scholar 

  • Charter, M., and T. Clark. 2007. Sustainable Innovation: Key Conclusions from Sustainable Innovation Conferences 2003–2006. The Centre for Sustainable Design. University College for the Creative Arts, May 2007. www.cfsd.org.uk.

  • Chesbrough, H., W. Vanhaverbeke, and J. West. 2006. Open Innovation: Researching a New Paradigm. Oxford: Oxford University Press.

    Google Scholar 

  • Dahan, N.M., J.P. Doh, J. Oetzel, and M. Yaziji. 2010. Corporate–NGO Collaboration: Co-creating New Business Models for Developing Markets. Long Range Planning 43 (2/3): 326–342.

    Article  Google Scholar 

  • Dees, J.G. 1998. Enterprising Nonprofits. Harvard Business Review 76 (1): 54–67.

    Google Scholar 

  • Doh, J.P., and T.R. Guay. 2004. Globalization and Corporate Social Responsibility: How Non-governmental Organizations Influence Labor and Environmental Codes of Conduct. Management International Review 44 (2): 7–29.

    Google Scholar 

  • Dossa, Z., and K. Kaeufer. 2014. Understanding Sustainability Innovations Through Positive Ethical Networks. Journal of Business Ethics 119: 543–559.

    Article  Google Scholar 

  • Dryzek, J.S. 2005. The politics of the Earth: Environmental Discourses. Oxford University Press.

    Google Scholar 

  • Esko, S., M. Zeromkis, and J. Hsuan. 2012. Value Chain and Innovation at the Base of the Pyramid. South Asian Journal of Global Business Research 2 (2): 230–250.

    Article  Google Scholar 

  • Eweje, G., and N. Palakshappa. 2011. Stakeholder Collaboration in New Zealand. Journal of Corporate Citizenship 43 (Autumn): 79–101.

    Article  Google Scholar 

  • Fifka, M.S., and S.O. Idowu. 2013. Sustainability and Social Innovation. In Social Innovation: Solutions for a Sustainable Future, ed. T. Osburg and R. Schmidpeter. Heidelberg: Springer.

    Google Scholar 

  • García, I., J.J. Gibaja, and A. Mujika. 2003. A Study on the Effect of Cause-Related Marketing on the Attitude Towards the Brand: The Case of Pepsi in Spain. Journal of Nonprofit & Public Sector Marketing 11 (1): 111–135.

    Article  Google Scholar 

  • Googins, B.K., and S.A. Rochlin. 2000. Creating the Partnership Society: Understanding the Rhetoric and Reality of Cross-Sectoral Partnerships. Business and Society Review 105 (1): 127–144.

    Article  Google Scholar 

  • Graf, F.S.N., and F. Rotlauf. 2012. Firm-NGO Collaborations, a Resource-Based Perspective. Z Betriebswirtz 82: 103–125.

    Article  Google Scholar 

  • Guay, T., J.P. Doh, and G. Sinclair. 2004. Non-governmental Organizations, Shareholder Activism, and Socially Responsible Investments: Ethical, Strategic, and Governance Implications. Journal of Business Ethics 52 (1): 125–139.

    Article  Google Scholar 

  • Gulati, R. 1995. Does Familiarity Breed Trust? The Implications of Repeated Ties for Contractual Choice in Alliances. Academy of Management Journal 38: 85–112.

    Article  Google Scholar 

  • ———. 1998. Alliances and Networks. Strategic Management Journal 19: 293–317.

    Article  Google Scholar 

  • Heap, S. 2000. NGO-Business Partnerships: Research-in-Progress. Public Management 2 (4): 555–563.

    Google Scholar 

  • Holling, C.S. 2001. Understanding the Complexity of Economic, Ecological, and Social Systems. Ecosystems 4 (5): 390–405.

    Article  Google Scholar 

  • Holmes, S., and P. Smart. 2009. Exploring Open Innovation Practice in Firm-Nonprofit Engagements: A Corporate Social Responsibility Perspective. R&D Management 39 (4): 394–409.

    Article  Google Scholar 

  • Inkpen, A.C. 2000. Learning Though Joint Ventures: A Framework of Knowledge Acquisition. Journal of Management Studies 37 (7): 1019–1044.

    Article  Google Scholar 

  • Inkpen, A.C., and S.C. Currall. 1997. International Joint Venture Trust: An Empirical Examination. In Cooperative Strategies, North American Perspectives, ed. P.W. Beamish and J.P. Killing. San Francisco: New Lexington Press.

    Google Scholar 

  • Jamali, D., M. Yianni, and H. Abdallah. 2011. Strategic Partnerships, Social Capital and Innovation: Accounting for Social Alliance Innovation. Business Ethics: A European Review 20 (4): 375–391.

    Article  Google Scholar 

  • Johnson, J.L., J.B. Cullen, T. Sakano, and H. Takenouchi. 1997. Setting the Stage for Trust and Strategic Integration in Japanese-U.S Cooperative Alliances. In Cooperative Strategies, North American Perspectives, ed. P.W. Beamish and J.P. Killing. San Francisco: The New Lexington Press.

    Google Scholar 

  • Jolink, A., and E. Niesten. 2015. Sustainable Development and Business Models of Entrepreneurs in the Organic Food Industry. Business Strategy and the Environment 24 (6): 386–401.

    Article  Google Scholar 

  • Joyce, A., and R.L. Paquin. 2016. The Triple Layered Business Model Canvas: A Tool to Design More Sustainable Business Models. Journal of Cleaner Production 135: 1474–1486.

    Article  Google Scholar 

  • Kanter, R.M. 1999. From Spare Change to Real Change. Harvard Business Review 77 (3): 122–132.

    Google Scholar 

  • Kong, N., O. Salzmann, U. Steger, and A. Ionescu-Sommers. 2002. Moving Business/Industry Towards Sustainable Consumption: The Role of NGOs. European Management Journal 20 (2): 109–127.

    Article  Google Scholar 

  • Kourula, A. 2010. Corporate Engagement with Non-governmental Organizations in Different Institutional Contexts: A Case Study of a Forest Products Company. Journal of World Business 45: 395–404.

    Article  Google Scholar 

  • Koza, M.P., and A.Y. Lewin. 1998. The Co-Evolution of Strategic Alliances. Organization Science 9 (3): 255–264.

    Article  Google Scholar 

  • Le Ber, M.J., and O. Branzei. 2010. (Re)forming Strategic Cross-Sector Partnerships: Relational Processes of Social Innovation. Business and Society 49 (1): 140–172.

    Article  Google Scholar 

  • Lepak, D.P., K.G. Smith, and M.S. Taylor. 2007. Value Creation and Value Capture: A Multilevel Perspective. Academy of Management Review 32 (1): 180–194.

    Article  Google Scholar 

  • Leung, K., and S. White. 2006. Exploring Dark Corners: An Agenda for Organizational Behavior Research in Alliance Contexts. In Handbook of Strategic Alliances, ed. O. Shenkar and J.J. Reuer. Thousand Oaks, CA: Sage Publications.

    Google Scholar 

  • Linton, A. 2005. Partnering for Sustainability: Business–NGO Alliances in the Coffee Industry. Development in Practice 15 (3–4): 600–614.

    Article  Google Scholar 

  • Lodsgård, L., and A. Aagaard. 2017. Creating Value Through CSR Across Company Functions and NGO Collaborations: A Scandinavian Cross-Industry Case Study. Scandinavian Journal of Management 33: 162–174.

    Article  Google Scholar 

  • Lüdeke-Freund, F. 2010. Towards a Conceptual Framework of Business Models for Sustainability. In ERSCP-EMU Conference, Delft, The Netherlands, 1–28.

    Google Scholar 

  • Madhok, A. 1995. Opportunism and Trust in Joint Venture Relationships: An Exploratory Study and a Model. Scandinavian Journal of Management 15 (1): 57–74.

    Article  Google Scholar 

  • Makadok, R. 2001. Appointed Commentary on Priem and Butler. Academy of Management Review 26: 498–499.

    Google Scholar 

  • Makadok, R., and R. Coff. 2002. The Theory Of Value and the Value of Theory: Breaking New Ground Versus Reinventing the Wheel. Academy of Management Review 27 (1): 10–13.

    Google Scholar 

  • Mandell, M.P., and T.A. Steelman. 2003. Understanding What Can Be Accomplished Through Interorganizational Innovations. Public Management Review 5 (2): 197–224.

    Article  Google Scholar 

  • Matten, D., and J. Moon. 2008. ‘Implicit’ and ‘Explicit’ CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility. Academy of Management Review 33 (2): 404–424.

    Article  Google Scholar 

  • Michelini, L., and D. Fiorentino. 2012. New Business Models for Creating Shared Value. Social Responsibility Journal 8 (4): 561–577.

    Article  Google Scholar 

  • Millar, C., C.J. Choi, and S. Chen. 2004. Global Strategic Partnerships Between MNEs and NGOs: Drivers of Change and Ethical Issues. Business and Society Review 109 (4): 395–414.

    Article  Google Scholar 

  • Morgan, R.M., and S.D. Hunt. 1994. The Commitment-Trust Theory of Relationship Marketing. Journal of Marketing 58 (3): 20–38.

    Article  Google Scholar 

  • Newman, L. 2005. Uncertainty, Innovation, and Dynamic Sustainable Development. Sustainability, Science, Practice & Policy 1 (2): 25–31.

    Article  Google Scholar 

  • Novak, L.I., and T.K. Clarke. 2003. Cause-Related Marketing: Keys to Successful Relationships with Corporate Sponsors and Their Customers. Journal of Nonprofit & Public Sector Marketing 11 (1): 137–149.

    Article  Google Scholar 

  • Osterwalder, A., and Y. Pigneur. 2005. Clarifying Business Models: Origins, Present, and Future of the Concept. Communications of the Association for Information Systems 15: 1–25.

    Google Scholar 

  • Ozman, M. 2009. Inter-firm Networks and Innovation: A Survey of the Literature. Economics of Innovation and New Technology 18 (1): 39–67.

    Article  Google Scholar 

  • Pedersen, E.R.G., W. Gwozdz, and K.H. Hvass. 2016. Exploring the Relationship Between Business Model Innovation, Corporate Sustainability, and Organizational Values Within Fashion Industry. Journal of Business Ethics. https://doi.org/10.1007/s10551-016-3044-7.

  • Pedersen, E.R.G., and J.T. Pedersen. 2013. Introduction: The Rise of Business-NGO Partnerships. The Journal of Corporate Citizenship 50: 6–20.

    Article  Google Scholar 

  • Pedersen, E.R.G., J.T. Pedersen, and Ø.P. Jacobsen. 2011. Partnerskaber mellem virksomheder og NGOer. Ledelse og Erhvervsøkonomi 4: 33–48.

    Google Scholar 

  • Peloza, J., and L. Falkenberg. 2009. The Role of Collaboration in Achieving Corporate Social Responsibility Objectives. California Management Review 51 (3): 95–113.

    Article  Google Scholar 

  • Perez-Alemann, P., and M. Sandilands. 2008. Building Value at the Top and the Bottom of the Global Supply Chain: MNC–NGO Partnerships. California Management Review 51 (1): 24–49.

    Article  Google Scholar 

  • Perez-Batres, L., J. Doh, V. Miller, and M. Pisani. 2012. Stakeholder Pressures as Determinants of CSR Strategic Choice: Why Do Firms Choose Symbolic Versus Substantive Self-Regulatory Codes of Conduct? Journal of Business Ethics 110 (2): 157–172.

    Article  Google Scholar 

  • Porter, M.E., and M.R. Kramer. 2002. The Competitive Advantage of Corporate Philanthropy. Harvard Business Review 80 (12): 56–69.

    Google Scholar 

  • ———. 2011. Creating Shared Value. Harvard Business Review 89 (1–2): 62–77.

    Google Scholar 

  • Potts, T., and M. Haward. 2006. International Trade, Eco-Labelling and Sustainable Fisheries—Recent Issues, Concepts and Practices. Environment, Development and Sustainability 9: 91–106.

    Article  Google Scholar 

  • Prahalad, D. 2013. Design Strategy for the Bottom of the Pyramid. In Social Innovation: Solutions for a Sustainable Future, ed. T. Osburg and R. Schmidpeter. Berlin and Heidelberg: Springer.

    Google Scholar 

  • Prahalad, C.K., and S.L. Hart. 1999. Strategies for the Bottom of the Pyramid: Creating Sustainable Innovation. Working Paper.

    Google Scholar 

  • ———. 2002. The Fortune at the Bottom of the Pyramid. Strategy + Business 26: 1–14.

    Google Scholar 

  • Ring, P.S., and A.H. Van de Ven. 1992. Structuring Cooperative Relationships Between Organizations. Strategic Management Journal 13 (7): 483–498.

    Article  Google Scholar 

  • ———. 1994. Developmental Processes of Cooperative Interorganizational Relationships. The Academy of Management Review 19 (1): 90–118.

    Article  Google Scholar 

  • Rivara-Santos, M., and C. Rufin. 2010. Odd Couples: Understanding the Governance of Firm-NGO Alliances. Journal of Business Ethics 94 (1): 55–70.

    Article  Google Scholar 

  • Rondinelli, D.A., and T. London. 2003. How Corporations and Environmental Groups Cooperate: Assessing Cross-Sector Alliances and Collaborations. The Academy of Management Executive 17 (1): 61–76.

    Google Scholar 

  • Sarkar, M., T. Cavusgil, and C. Evirgen. 1997. A Commitment-Trust Mediated Framework of International Collaborative Venture Performance. In Cooperative Strategies, North American Perspectives, ed. P.W. Beamish and J.P. Killing. San Francisco: The New Lexington Press.

    Google Scholar 

  • Saunders, G.S., and R. Borland. 2013. Marketing-Driven Philanthropy: The Case of PlayPumps. European Business Review 25 (4): 321–335.

    Article  Google Scholar 

  • Schaltegger, S., E.G. Hansen, and F. Lüdeke-Freund. 2016. Business Models for Sustainability: Origins, Present Research, and Future Avenues. Organization and Environment 29 (1): 3–10.

    Article  Google Scholar 

  • Schaltegger, S., F. Lüdeke-Freund, and E. Hansen. 2012. Business Cases for Sustainability and the Role of Business Model Innovation. International Journal of Innovation and Sustainable Development 6 (2): 95–119.

    Article  Google Scholar 

  • Schuster, T. and Holtbrügge, D. 2014. Benefits of Cross-Sector Partnerships in Markets at the Base of the Pyramid. Business Strategy and the Environment 23: 188–203.

    Google Scholar 

  • Senge, P.M., M. Dow, and G. Neath. 2006. Learning Together: New Partnerships for New Times. Corporate Governance 6 (4): 420–430.

    Article  Google Scholar 

  • Sommer, A. 2012. Managing Green Business Model Transformations. Berlin: Springer.

    Book  Google Scholar 

  • Spar, D.L., and L.T. La Mure. 2003. The Power of Activism: Assessing the Impact of NGOs on Global Business. California Management Review 45 (3): 78–101.

    Article  Google Scholar 

  • Stafford, E.R., M.J. Polonsky, and C.L. Hartman. 2000. Environmental NGO–Business Collaboration and Strategic Bridging: A Case Analysis of the Greenpeace-Foron Alliance. Business Strategy and the Environment 9 (2): 122–135.

    Article  Google Scholar 

  • Stubbs, W., and C. Cocklin. 2008. Conceptualizing a ‘Sustainability Business Model’. Organization & Environment 21 (2): 103–127.

    Article  Google Scholar 

  • UNDP. 2010. Inclusive Markets Development: Brokering Inclusive Business Models. United Nations, Arrangements and Practices for the Interaction of Non-Governmental Organizations in All Activities of the United Nations System. New York: Report of the Secretary-General, United Nations, 199ara. 1.

    Google Scholar 

  • Upward, A., and P. Jones. 2016. An Ontology for Strongly Sustainable Business Models: Defining an Enterprise Framework Compatible with Natural and Social Science. Organization and Environment 29 (1): 97–123.

    Article  Google Scholar 

  • Venn, R., and N. Berg. 2013. Building Competitive Advantage Through Social Entrepreneurship. South Asian Journal of Business Research 2 (1): 104–127.

    Google Scholar 

  • Vogel, D.J. 2005. Is There a Market for Virtue? The Business Case for Corporate Social Responsibility. California Management Review 47 (4): 19–45.

    Google Scholar 

  • Waddock, S. 2008. Building a New Institutional Infrastructure for Corporate Responsibility. Academy of Management Perspectives 22 (3): 87–108.

    Article  Google Scholar 

  • Warhurst, A. 2005. Future Roles of Business in Society: The Expanding Boundaries of Corporate Responsibility and a Compelling Case for Partnership. Futures 37 (2): 151–168.

    Article  Google Scholar 

  • Wymer, W.W., and S. Samu. 2003. Dimensions of Business and Nonprofit Collaborative Relationships. Journal of Nonprofit & Public Sector Marketing 11 (1): 3–22.

    Article  Google Scholar 

  • Yaziji, M., and J. Doh. 2009. NGOs and Corporations: Conflict and Collaboration. Cambridge: Cambridge University Press.

    Book  Google Scholar 

  • Yunus, M., B. Moingeon, and L. Lehmann-Ortega. 2010. Building Social Business Models: Lessons from the Grameen Experience. Long Range Planning 43: 308–325.

    Article  Google Scholar 

  • Zaher, A., and J. Harris. 2006. Interorganizational Trust. In Handbook of Strategic Alliances, ed. O. Shenkar and J.J. Reuer. Thousand Oaks, CA: Sage Publications.

    Google Scholar 

  • Zink, K.J., U. Steimle, and K. Fisher. 2008. Human Factors, Business Excellence and Corporate Sustainability: Differing Perspectives, Joint Objectives. In Corporate Sustainability as a Challenge for Comprehensive Management, ed. K.J. Zink. Heidelberg: Physica-Verlag.

    Chapter  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Aarhus University, Herning, Denmark

    Annabeth Aagaard

  2. BTECH, Centre for Business Development, Aarhus University, Aarhus, Denmark

    Lise Lodsgård

Authors
  1. Annabeth Aagaard
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Lise Lodsgård
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Annabeth Aagaard .

Editor information

Editors and Affiliations

  1. Aarhus University, Herning, Denmark

    Annabeth Aagaard

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

Aagaard, A., Lodsgård, L. (2019). Leveraging Sustainable Business Model Innovation Through Business-NGO Collaboration. In: Aagaard, A. (eds) Sustainable Business Models. Palgrave Studies in Sustainable Business In Association with Future Earth. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-93275-0_8

Download citation

Publish with us

Policies and ethics

Search

Navigation