Green Alliances: How Does Ecophilosophy Shape the Strategies of Environmental Organizations? (original) (raw)
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Business Strategy and The Environment, 2000
Environmental NGO-business collaborative partnerships, commonly called green alliances, are encouraging corporate enviropreneurship, entrepreneurial innovations that address environmental problems and result in operational efficiencies, new technologies and marketable 'green' products. Aside from offering environmental, scientific and legal expertise, environmental NGOs can provide linkages to other societal stakeholders, referred to as strategic bridges, to support enviropreneurial initiatives. This article focuses on the linkage capabilities of environmental NGOs by developing an extended strategic bridging framework that articulates necessary process contingencies and engagement strategies for building effective bridges with environmental stakeholders. Propositions are advanced and tested in an analysis of the alliance between Greenpeace and Foron Household Appliances in Germany during 1992-93 for the marketing of an environmentally responsible refrigerator. Stakeholder characteristics and partnership outcomes reveal managerial implications and conceptual extensions of strategic bridging in green alliances, and future research directions are discussed.
International Journal of Management Reviews, 2020
Environmental alliances are a common response to societal sustainability demands. In environmental alliances, firms collaboratively exploit and explore environmental technologies to address market opportunities while simultaneously generating positive environmental impacts. A striking idiosyncrasy is that in addition to economic value, environmental alliances generate two types of external value: environmental value from positive effects on air, water, land and biodiversity, and knowledge value from innovations in environmental technologies. Research on motivations for environmental alliances is dispersed and underdeveloped compared to the well‐established literature on motivations for strategic alliances that emphasize economic value. This study therefore develops a classification of motivations for environmental alliances by combining the literature on strategic alliances and that on environmental and knowledge value. The resulting classification includes motivations for environme...
Strategic alliances for environmental protection
Facilitating Sustainable Innovation through Collaboration: A Multistakeholder Perspective. New York: Springer, 2010
Existing scholarship regarding strategic alliances has been limited by the tendency to view alliance formation through a single theoretical lens and to focus solely on the economic aspects (e.g. acquisition of capabilities) of narrowly defined relationships. As yet, there has been little attention towards examining how strategic alliances—of all sorts—can address social, economic and environmental issues. This chapter addresses these concerns by integrating the resource-based view of the firm with institutional theory to assess firms’ decisions to participate in a strategic alliance. Drawing on these motivations, this chapter articulates a framework to characterize strategic alliances based on their focus on competency- and legitimacy-orientation. A conceptual model is then constructed to examine the extent to which these strategic alliances are likely to encourage firms to adopt more (or less) proactive environmental strategies.
Green Alliances: Building New Business With Environmental Groups
Long Range Planning, 1997
Improve ecological soundness of operations to enhance environmental image and lower costs Sponsor environmental causes to enhance environmental market position Prevent pollution and lower production costs Conserve natural ecosystems and provide economic opportunities in Costa Rica and Panama Develop recycled plastic products Discover and develop natural ingredients for pharmaceuticals Protect endangered species and enhance environmental image
Strategic and tactical alliances: Do environmental non-profits manage them differently?
Australasian Marketing Journal (AMJ), 2011
The effectiveness of an alliance may be influenced by a number of factors including managerial and power imbalances, conflict, organisational compatibility, prior history and the length of the relationship. While the relationships between these variables have been examined in the literature, no study to date has examined whether the perceived effectiveness of the alliance differs depending on whether the collaboration has a strategic or tactical emphasis. This study examines relationships in the context of alliances from environmental non-profit organisations' perspectives. The findings indicate that there are differences in the factors influencing perceived alliance effectiveness and governance for tactical and strategic alliances. The implications of the findings are discussed and future research directions are identified.