By Laurence Schwesinger Berlie
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Additional resources for Alliances for Sustainable Development: Business and NGO Partnerships
We need to not only to create a sufficiently strong collective awareness to put pressure on companies, but also to create a system (regarding law, consumption, accounting and so on) which will reward virtuous companies. In other words, to fully embed sustainable development into business strategies, it is not only necessary for companies to change, but also for all social actors to make it their goal. 75 This indicates that strategic incentives have become strong enough to justify them; in other words, there are sufficient elements in their business environment to motivate them to establish alliances.
The history of partnerships is in the future, waiting to be invented. Today’s partnerships are the prototypes of tomorrow’s governance models. com - licensed to University of California-CDL - PalgraveConnect - 2011-04-20 22 Alliance Motivations The elements we have seen in the previous chapter set the context in which alliances are formed and the strategic incentives, which direct partners towards alliances. This chapter on motivations explores the specific reasons which motivate partners to form partnerships, that is, the benefits they hope to draw from corporate– NGO alliances.
Gresse, 2003) In Belize, a large British travel agency, Abercrombie and Kent, has gone into partnership with TNC, a local NGO, to develop a small ecotourism site in one of the world’s largest tropical forest reserves, belonging to the NGO. (Waddell, 1999) Thus, NGO knowledge, most often combined with NGO credibility, is fundamental in motivating alliances. 3 Connections NGOs have all kinds of connections through members, local communities, other NGOs and government institutions. These networks, among others, help NGOs establish their role as ‘barometers of society’ as we have already mentioned.
Alliances for Sustainable Development: Business and NGO Partnerships by Laurence Schwesinger Berlie