Abstract
NGO-business alliances are special insofar as they present a significant evolution in the types of relationship between these two parties, which have traditionally been characterised by confrontation, mutual ignorance or, when they tended towards cooperation, sponsorship.
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Notes
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Freeman, R.E. (1984), Strategic management: A stakeholder approach, Pitman, Boston.
UNEP (2002), Industry as a partner for sustainable development: 10 years after Rio, the UNEP assessment [Summary report], United Nations Environment Programme. Taken from Chauveau and Rosé, 2003.
Communications Group, 1997, Putting the pressure on: The rise of pressure activism in Europe, Communications Group plc, London.
Peters G. and Enderle G. 1998, A strange affair: The emerging relationship between NGOs and transnational companies, PricewaterhouseCoopers, London.
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© 2010 Laurence Schwesinger Berlie
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Berlie, L.S. (2010). Corporate-NGO Alliances: Essentially Strategic Choices. In: Alliances for Sustainable Development. Palgrave Macmillan, London. https://doi.org/10.1057/9780230278066_2
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DOI: https://doi.org/10.1057/9780230278066_2
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