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首页> 外文期刊>Journal of communication management >Forging effective corporateonprofit partnerships for CSR programs
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Forging effective corporateonprofit partnerships for CSR programs

机译：为企业社会责任计划建立有效的企业/非营利合作伙伴关系

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Purpose - The purpose of this paper is to examine how corporate and nonprofit leaders partner on public relations for corporate social responsibility (CSR) programs. Design/methodology/approach - Through semi-structured interviews across the USA, and stretching into Europe and South America, leaders (n = 24) from US-based corporations top-ranked for corporate citizenship, and the nonprofit organizations with which they have developed CSR programs, shared insights and best practices. Findings - Corporate and nonprofit leaders who collaborate on CSR programs spoke independently about several essential shared values, including community-focused collaboration, fiscal responsibility, and strategic alignment How they described their CSR partnerships reflects a mutual commitment to a distributed leadership model, which involves the need to span organizational boundaries, share unique expertise across levels and roles, and sustain long-term relationships. Consistent with prior research, this study also suggests that communication leaders in both corporations and nonprofit organizations leverage transactional (process-focused) and transformational (people-focused) leadership styles, as they work to build and foster these long-term partnerships. Research limitations/implications - The findings pinpoint how principles of the distributed leadership model come to life across CSR partnerships and contribute to the success of such partnerships. Corporations and their nonprofit partners must mutually focus on spanning, sharing, and sustaining as they build programs together. These shared principles exemplify a distributed leadership model and help define what CSR partnership truly means. Originality/value - This study looks at CSR programs beyond just the perspective of the corporation and the public, taking into account the critical role the nonprofit organization plays as a partner in some CSR programming, and within a distributed leadership model.
机译：目的-本文的目的是研究企业和非营利组织领导人如何在公共关系方面合作以实现企业社会责任（CSR）计划。设计/方法论/方法-通过遍及美国的半结构化访谈，并延伸到欧洲和南美，来自美国公司的企业领导者（n = 24）以及与之合作发展的非营利组织均位居榜首企业社会责任计划，共享见解和最佳实践。调查结果-参与企业社会责任计划的企业和非营利组织领导人就几个基本的共享价值进行了独立讨论，包括以社区为中心的合作，财务责任和战略一致性，他们如何描述其企业社会责任伙伴关系反映了对分布式领导模式的共同承诺，其中包括需要跨越组织边界，在各个级别和角色之间共享独特的专业知识以及维持长期关系。与先前的研究一致，该研究还表明，公司和非营利组织中的沟通领导者在努力建立和促进这些长期合作伙伴关系时，会利用交易（以过程为中心）和转型（以人为中心）的领导风格。研究的局限性/意义-研究结果指出了分布式领导力模型的原理如何在CSR伙伴关系中得以体现，并为这种伙伴关系的成功做出了贡献。公司及其非营利合作伙伴在共同构建程序时，必须相互关注跨度，共享和维持。这些共同的原则体现了分布式领导力模型，并有助于定义CSR合作伙伴关系的真正含义。原创性/价值-这项研究不仅从公司和公众的角度出发，而且还考虑了非营利组织在某些CSR计划中作为合作伙伴发挥的关键作用以及分布式领导模型中的CSR计划。

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