ABSTRACT
In recent years there has been an escalation in both the number and variety of collaborative relationships formed between business and nonprofi t organizations (NPOs). It has been argued that the resulting relationships – fi rmly based on the fi rm’s core competencies and demonstrating clear objectives – are connected to the private sector’s core values and responsiveness to moral pressures. In this sense, corporations are adopting these initiatives as a response to perceived pressures from the moral market place (Hess and Rogovsky, 2002), alongside the convergence of political, economic, environmental, and social pressures. Furthermore, such collaborations are emerging because fi rms are increasingly reexamining their traditional philanthropic practices and seeking new strategies of engagement with their communities that will result in greater corporate relevance and higher social impact (Austin, 2000a).
