Partnerships Between Businesses and NGOs in the Field of Corporate Social Responsibility: A Model of Success From the Perspective of Relationship Marketing

Barroso-Méndez, María Jesús; Casquet, Clementina Galera

doi:10.1080/15332667.2014.882626

Cited by 13 publications

(19 citation statements)

References 79 publications

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“…With the proliferation of SAVC, not-for-profit actors have become a facilitating hub as they connect their organizations to business actors for better, long-term, sustainable development activities (Thiele et al, 2011). They help the business actors in governance functions, capacity building, sustainable agricultural technology, gender groups, market information and trade activities (Barroso-Méndez et al, 2014).…”

Section: Not-for-profit Actor: From Cooperation To Collaborationmentioning

confidence: 99%

“…Lambert and Cooper (2000) have indicated that the supply chain constitutes all producers and service providers with whom the focal actor interacts directly or indirectly (Fearne, 1998). According to Barroso-Méndez et al (2014), it is neces- Firms occasionally adjust their scale and scope of operations. This may accommodate a change in relationship paradigm and information management (Thiele et al, 2011).…”

Section: Product Flow and Interactionmentioning

confidence: 99%

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Paradox of strategic partnerships for sustainable value chains: Perspectives of not‐for‐profit actors

et al. 2022

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The study explores strategic partnerships themes for Sustainable Agricultural Value chains (SAVC) dimensions. Acknowledging the role of stakeholders, business and not-for-profit actors, and their engagement in such partnerships, this study focuses on the latter's perspective. Literature review followed by five exploratory case studies are used to examine SAVC partnership themes. The study identifies three themes influencing strategic partnerships: the interaction between partners through cooperation, coordination, and collaboration; management of information flow between partners; and product flow management with demand-supply coordination between partners. The level of information sharing between partners also influences SAVC value creation. The findings extend value chain literature by stressing the theoretical association between the identified antecedents and partnership in the sustainability value chain in general and the SAVC in particular. The exploratory case studies provide real-life perspectives and a practical framework in the context of SAVC. Managers, policymakers and international funded programs can also benefit from the current key findings and the new framework as a referential basis to form a partnership strategy in agricultural sectors. This research suggests a further test for the conceptual framework using large-scale surveys in diverse geographic contexts and looking at trans-border value chain partnerships, especially in different country contexts that influence sustainable development and partnerships in SAVC.

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Section: Not-for-profit Actor: From Cooperation To Collaborationmentioning

confidence: 99%

Section: Product Flow and Interactionmentioning

confidence: 99%

Paradox of strategic partnerships for sustainable value chains: Perspectives of not‐for‐profit actors

et al. 2022

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“…Consumers feel special when invited to events of a brand, they feel a part of the brands' world [43] 18. This chocolate brand has social responsibility programs/actions Consumers value brands that foster partnerships with social programs and actions, such as the support for NGOs [77] 22. This chocolate brand is known for its social responsibility…”

Section: Factor Item Description Theoretical Supportmentioning

confidence: 99%

How Do Brazilian Consumers Relate to Chocolate Brands? Validity and Reliability Evidence of the Chocolate Brands Relationship Scale

et al. 2021

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Although the chocolate market has become increasingly larger and more competitive, no diagnostic measures were found to evaluate relationship marketing from customer perspectives in this very attractive market in the B2C context. Thus, the main purpose of this paper is to obtain validity evidence for the Chocolate Brands Relationship Scale (CBR Scale), a scientific instrument that enables the identification and measurement of the prime aspects perceived by chocolate brands’ customers as relevant in their relationship with such brands. Additionally, we tested the influence of the relationship, evaluated from the validated CBR Scale, with the chocolate consumers’ satisfaction. We conducted a survey with 523 Brazilian consumers, and data were analyzed using Confirmatory Factor Analysis. The CBR Scale is composed of 21 items divided into three factors: Brand Trust, Shopping Experience and Perceived Quality. As theoretical implications, we produce a valid and reliable operational measure, offering a useful starting point from which further theoretical and empirical research of customer relationship management, branding strategies, brand loyalty, and brand experience in the chocolate market can be built. Managerially, the CBR Scale is a valid instrument for practitioners and managers in the chocolate sector to access customers, establishing and developing long-term relationships with them.

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“…For decades, the building of strong relationships in a business relationship environment has been founded on relationship marketing (RM) principles such as trust, commitment and satisfaction (Barroso-Méndez et al , 2014; Cyr, 2008; Kao and Lin, 2016; Mikkelson et al , 2016). In the 1990s, the seminal work of Morgan and Hunt (1994) highlighted the need for an RM approach towards relationship building that is based on the core principles of trust and commitment.…”

Section: Introductionmentioning

confidence: 99%

Antecedents and postcedents of satisfaction in seller-business relationships: positive and negative alter egos

Høgevold

Svensson

Roberts-Lombard

2020

EBR

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Purpose This study explores a seller’s perspective in business relationships to validate whether the findings reported in previous studies based on buyer business relationships apply to seller business relationships. The purpose of this study is to test whether satisfaction functions as a connector between positive antecedents (trust and commitment) and negative postcedents (opportunism and conflict) in a business-to-business (B2B) relationship, based on a seller perspective. Design/methodology/approach A descriptive research design was applied and data was collected from Norwegian companies from the database of LinkedIn’s Sales Navigator. Respondents (Sales or Marketing Managers/Directors or Key Account Managers) were asked to identify one main business customer with whom they had interacted in the past year. A total of 213 responses could be used for data analysis. In addition, the measurement and structural models were assessed. Findings Trust was established as a positive alter ego of opportunism and opportunism as a negative alter ego of trust. The commitment was also determined to be a positive alter ego of conflict, with conflict being a negative alter ego of commitment. Furthermore, it was proven that alter egos are not opposites, but facets of antecedents and postcedents in relation to a connector, satisfaction. Research limitations/implications The tested model endorses the hypothesised relationships between trust, commitment, satisfaction, opportunism and conflict in Norwegian B2B relationships. Satisfaction is linked to its two antecedents and its outcomes and the hypothesised relationship between opportunism and conflict is also endorsed from a seller’s perspective in B2B relationships. Practical implications The findings can assist the B2B industry to understand how trust and commitment foster satisfaction, how satisfaction influences opportunism and conflict, and how opportunism relates to conflict in a seller-business relationship. Originality/value No previous study has focussed on relationship marketing in B2B relationships from a seller’s perspective to establish whether satisfaction functions as a connector between trust and commitment and opportunism and conflict.

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Partnerships Between Businesses and NGOs in the Field of Corporate Social Responsibility: A Model of Success From the Perspective of Relationship Marketing

Cited by 13 publications

References 79 publications

Paradox of strategic partnerships for sustainable value chains: Perspectives of not‐for‐profit actors

Paradox of strategic partnerships for sustainable value chains: Perspectives of not‐for‐profit actors

How Do Brazilian Consumers Relate to Chocolate Brands? Validity and Reliability Evidence of the Chocolate Brands Relationship Scale

Antecedents and postcedents of satisfaction in seller-business relationships: positive and negative alter egos

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