Platforms for Cross-Sector Social Partnerships: Prospective Sensemaking Devices for Social Benefit

Abstract

cross-sector partnerships, social innovation, intersector collaboration, corporate social responsibility,

An Overview On Social Innovation Research: Guiding Future Studies

“…Therefore, the main contribution of the paper is related to a framework that addresses four phases of cross-sector partnership: negotiation, elasticity, plasticity and fusion (LE BER;BRANZEI, 2010). Selsky and Parker (2010) also address the central theme of cross-sector social partnerships (CSSPs) that produce benefits at individual, organizational, sectorial and social levels. The authors begin with the definition of platforms for social partnerships developed in previous studies and set them as ways for constructing meaning in the projects, drawing attention to certain desired characteristics or other underestimated resources.…”

Corporate social responsibility through sport: a longitudinal study of the FTSE100 companies

“…This is particularly so for NGOs and other non-profit sport organisations, such as sport charitable foundations, which, due to their limited resources (Anagnostopoulos and Shilbury, 2013;Bingham and Walters, 2013) are increasingly trying to become more outward looking (Morrow and Robinson, 2013). After all, cross-sector partnering, and in particular collaboration between non-profit organisations and businesses, has increased significantly, and is viewed by both academics and practitioners as an inescapable and powerful vehicle for achieving social and economic goals (Austin and Seitanidi, 2012;Porter and Kramer, 2011;Seitanidi and Crane 2009;Selsky and Parker, 2010).…”

Factors Stimulating Social Innovation in Entrepreneurship: An Empirical Evidence of Inter-Organizational Alliances in Italy

“…Although non-profit organizations and public institutions create economic and 'social value' on their own, social partnerships represent a vehicle through which generate 'social value' innovation with a higher impact on the community (Seitainidi et al, 2010). Social partnership is capable of generating value if collaborators not only create a 'Social Issues Platform', that is an agreement on significant social issues pursued by their business mission (Selsky & Parker, 2010), but also if they share the intention of altering the earlier 'status quo' and improving it with 'social value' innovation, creating 'disruptive social innovation' (Christensen et al, 2006).…”

“…The third relationship stage is called integrative collaboration: mission, values, and strategies become more congruent, we have creation of higher level of synergic value and innovative solutions, the social partnership becomes more complex and implies higher organizational integration and co-creation of value (Kanter, 1999;Holmes & Moir 2007;Le Ber & Branzei, 2010;Austin & Seitanidi, 2012). Finally, we have the transformational collaboration: 'Social Issues Platform' is created (Selsky & Parker 2010), which refers to shared social needs and partners' roles in the partnership; in this last higher level of collaboration, the engagement is high, the interaction activity is intensive, the co-creation of value is conjoined, and the innovation is frequent; but, most of all, the aim of this kind of partnership is to create "disruptive social innovations" (Christensen et al, 2006;Nelson & Jenkins, 2006;Austin & Seitanidi, 2012).…”