本研究主要為企業―非營利夥伴關係（business-nonprofit partnerships）的生命週期提出一個整合性的架構。為了達成這個目的，本研究針對企業―非營利夥伴關係的文獻進行系統性的回顧，分析 2000 年至 2023年間發表的108 篇文章，並依企業―非營利夥伴關係的四個主要階段提出綜合的評論， 包括形成（ formation）、正式化（ formalization）、結果（ outcomes）和結束（termination）。基於每個階段的主要發現，本研究提出整合性的架構以及這些研究議題的相關影響因素，發現企業―非營利夥伴關係生命週期的研究缺口，並提出未來的研究建議，期待在企業―非營利夥伴關係的發展上，提供學術研究與管理實務之參考。

(182_2017001_Abs.pdf(檔案不存在))

The primary objective of this study is to introduce a comprehensive framework that encapsulates the life cycle of collaborations between businesses and nonprofit organizations. To better attain this goal, we conducted a systematic review of the literature on business-nonprofit partnerships, examining 108 articles published between 2000 and 2023. Through this analysis, we offer an inclusive examination of the four principal phases inherent to business-nonprofit partnerships: formation, formalization, outcomes, and termination. The proposed integrative framework is built upon key insights gained from each of these phases, and outlines the factors associated with these topics. Thus, we identify current research gaps in the life cycle of business-nonprofit collaborations and provide a research agenda to address these aspects. This article contributes substantially to the advancement of business-nonprofit partnerships, serving as a valuable resource for both academics and practicing managers.

(182_2017001_Abs.pdf(檔案不存在))

Aguilera, R. V., Rupp, D. E., Williams, C. A., & Ganapathi, J. (2007). Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations. Academy of management review, 32(3), 836-863. https://doi.org/10.5465/AMR.2007.25275678 Ahmadsimab, A., & Chowdhury, I. (2021). Managing tensions and divergent institutional logics in firm–NPO partnerships. Journal of Business Ethics, 168, 651-670. https://doi.org/10.1007/s10551-019-04265-x Al-Tabbaa, O., Leach, D., & Khan, Z. (2019). Examining alliance management capabilities in cross-sector collaborative partnerships. Journal of Business Research, 101, 268-284. https://doi.org/10.1016/j.jbusres.2019.04.001 Al-Tabbaa, O., Leach, D., & March, J. (2014). Collaboration between nonprofit and business sectors: A framework to guide strategy development for nonprofit organizations. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 25, 657-678. https://doi.org/10.1007/s11266-013-9357-6 Al‐Tabbaa, O., Ciulli, F., & Kolk, A. (2022). Nonprofit entrepreneurial orientation in the context of cross‐sector collaboration. British Journal of Management, 33(2), 1024-1053. https://doi.org/10.1111/1467-8551.12492 Álvarez-González, L. I., García-Rodríguez, N., Rey-García, M., & Sanzo-Perez, M. J. (2017). Business-nonprofit partnerships as a driver of internal marketing in nonprofit organizations. Consequences for nonprofit performance and moderators. BRQ Business Research Quarterly, 20(2), 112-123. https://doi.org/10.1016/j.brq.2017.01.001 Arenas, D., Sanchez, P., & Murphy, M. (2013). Different paths to collaboration between businesses and civil society and the role of third parties. Journal of Business Ethics, 115, 723-739. http://www.jstor.org/stable/42001896 Arya, B., & Salk, J. E. (2006). Cross-sector alliance learning and effectiveness of voluntary codes of corporate social responsibility. Business Ethics Quarterly, 16(2), 211-234. https://doi.org/10.5840/beq200616226 Arya, B., & Lin, Z. (2007). Understanding collaboration outcomes from an extended resource-based view perspective: The roles of organizational characteristics, partner attributes, and network structures. Journal of management, 33(5), 697-723. https://doi.org/10.1177/0149206307305561 Austin, J. E. (2000). Strategic collaboration between nonprofits and businesses. Nonprofit and voluntary sector quarterly, 29(1_suppl), 69-97. https://doi.org/10.1177/0899764000291S004 Austin, J. E., & Seitanidi, M. (2012a). Collaborative Value Creation: A Review of Partnering between Nonprofits and Businesses: Part I: Value Creation Spectrum and Collaboration Stages. Nonprofit and voluntary sector quarterly, 41(5), 726-758. https://doi.org/10.1177/0899764012450777 Austin, J. E., & Seitanidi, M. (2012b). Collaborative value creation: A review of partnering between nonprofits and businesses. Part 2: Partnership processes and outcomes. Nonprofit and voluntary sector quarterly, 41(6), 929-968. https://doi.org/10.1177/0899764012454685 Bansal, P., & DesJardine, M. R. (2014). Business sustainability: It is about time. Strategic organization, 12(1), 70-78. https://doi.org/10.1177/1476127013520265 Bansal, P., & Roth, K. (2000). Why companies go green: A model of ecological responsiveness. Academy of management journal, 43(4), 717-736. https://doi.org/10.5465/1556363 Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. https://doi.org/10.1177/014920639101700108 Barroso-Méndez, M. J., Galera-Casquet, C., Seitanidi, M. M., & Valero-Amaro, V. (2016). Cross-sector social partnership success: A process perspective on the role of relational factors. European Management Journal, 34(6), 674-685. https://doi.org/10.1016/j.emj.2016.07.004 Barroso-Méndez, M. J., Galera-Casquet, C., Valero-Amaro, V., & Nevado-Gil, M. T. (2020). Influence of partner characteristics and relational capital on the success of business/nonprofit organization partnerships. Complexity, 2020, 1-20. https://doi.org/10.1155/2020/2173085 Baur, D., & Schmitz, H. P. (2012). Corporations and NGOs: When accountability leads to co-optation. Journal of Business Ethics, 106, 9-21. https://doi.org/10.1007/s10551-011-1057-9 Benítez-Ávila, C., Hartmann, A., Dewulf, G., & Henseler, J. (2018). Interplay of relational and contractual governance in public-private partnerships: The mediating role of relational norms, trust and partners' contribution. International journal of project management, 36(3), 429-443. https://doi.org/10.1016/j.ijproman.2017.12.005 Berger, I. E., Cunningham, P. H., & Drumwright, M. E. (2004). Social alliances: Company/nonprofit collaboration. California management review, 47(1), 58-90. https://doi.org/10.2307/41166287 Bitzer, V., & Glasbergen, P. (2015). Business–NGO partnerships in global value chains: part of the solution or part of the problem of sustainable change? Current Opinion in Environmental Sustainability, 12, 35-40. https://doi.org/10.1016/j.cosust.2014.08.012 Bocquet, R., Cotterlaz-Rannard, G., & Ferrary, M. (2020). How do NPOs get funding? A business model perspective based on the conversion of symbolic capital. Nonprofit and voluntary sector quarterly, 49(6), 1233-1258. https://doi.org/10.1177/0899764020925912 Boenigk, S., & Schuchardt, V. (2015). Nonprofit collaboration with luxury brands: Positive and negative effects for cause-related marketing. Nonprofit and voluntary sector quarterly, 44(4), 708-733. https://doi.org/10.1177/0899764014551280 Brammer, S. J., & Pavelin, S. (2006). Corporate reputation and social performance: The importance of fit. Journal of Management Studies, 43(3), 435-455. https://doi.org/10.1111/j.1467-6486.2006.00597.x Brønn, P. S., & Vidaver-Cohen, D. (2009). Corporate motives for social initiative: Legitimacy, sustainability, or the bottom line? Journal of Business Ethics, 87, 91-109. https://doi.org/10.1007/s10551-008-9795-z Brown, L. D., & Kalegaonkar, A. (2002). Support organizations and the evolution of the NGO sector. Nonprofit and voluntary sector quarterly, 31(2), 231-258. https://doi.org/10.1177/0899764002312004 Bryson, J. M., Crosby, B. C., & Stone, M. M. (2006). The design and implementation of Cross‐Sector collaborations: Propositions from the literature. Public administration review, 66(s1), 44-55. https://doi.org/10.1111/j.1540-6210.2006.00665.x Bryson, J. M., Crosby, B. C., & Stone, M. M. (2015). Designing and implementing cross‐sector collaborations: Needed and challenging. Public administration review, 75(5), 647-663. https://doi.org/10.1111/puar.12432 Buzzao, G., & Rizzi, F. (2021). On the conceptualization and measurement of dynamic capabilities for sustainability: Building theory through a systematic literature review. Business Strategy and the Environment, 30(1), 135-175. https://doi.org/10.1002/bse.2677 Clarke, A., & Crane, A. (2018). Cross-sector partnerships for systemic change: Systematized literature review and agenda for further research. Journal of Business Ethics, 150(2), 303-313. https://doi.org/10.1007/s10551-016-3233-9 Clarke, A., & MacDonald, A. (2019). Outcomes to partners in multi-stakeholder cross-sector partnerships: A resource-based view. Business & Society, 58(2), 298-332. https://doi.org/10.1177/0007650317717357 Clément, A., Robinot, É., & Trespeuch, L. (2022). Improving ESG scores with sustainability concepts. Sustainability, 14(20), 13154. https://doi.org/10.3390/su142013154 Cornforth, C., Hayes, J. P., & Vangen, S. (2015). Nonprofit–public collaborations: Understanding governance dynamics. Nonprofit and voluntary sector quarterly, 44(4), 775-795. https://doi.org/10.1177/0899764014551285 Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of management, 31(6), 874-900. https://doi.org/10.1177/0149206305279602 Dahan, N. M., Doh, J. P., Oetzel, J., & Yaziji, M. (2010). Corporate-NGO collaboration: Co-creating new business models for developing markets. Long range planning, 43(2-3), 326-342. https://doi.org/10.1016/j.lrp.2009.11.003 Das, T. K., & Teng, B.-S. (2000). A resource-based theory of strategic alliances. Journal of management, 26(1), 31-61. https://doi.org/10.1177/014920630002600105 Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13(3), 319–340. https://doi.org/10.2307/249008 De Silva, M., Al-Tabbaa, O., & Khan, Z. (2021). Business model innovation by international social purpose organizations: The role of dynamic capabilities. Journal of Business Research, 125(3), 733-749. https://doi.org/10.1016/j.jbusres.2020.01.003 den Hond, F., de Bakker, F. G., & Doh, J. (2015). What prompts companies to collaboration with NGOs? Recent evidence from the Netherlands. Business & Society, 54(2), 187-228. https://doi.org/10.1177/0007650312439549 Denyer, D., & Tranfield, D. (2009). Chapter 39: Producing a Systematic Review. Editors Sage Publications Ltd, 671-689. DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American sociological review, 48(2), 147-160. https://doi.org/10.2307/2095101 Dmuchowski, P., Dmuchowski, W., Baczewska-Dąbrowska, A. H., & Gworek, B. (2023). Environmental, social, and governance (ESG) model; impacts and sustainable investment–Global trends and Poland's perspective. Journal of Environmental Management, 329, 117023. https://doi.org/10.1016/j.jenvman.2022.117023 Dong, C., Zhang, Y., Li, Y., Lee, E., & Chen, L. (2023). What makes nonprofit organizations (NPOs) talk transparently about their connections with businesses on Twitter? Insights from nonprofit-business network portfolios and resource dependencies. Public Relations Review, 49(2), 102314. https://doi.org/10.1016/j.pubrev.2023.102314 Du, L., Hou, J., & Huang, Y. (2008). Mechanisms of power and action for cause‐related marketing: Perspectives of enterprise and non‐profit organizations. Baltic Journal of Management, 3(1), 92-104. https://doi.org/10.1108/17465260810844235 El Mouallem, L., & Singh, N. (2021). How might partner selection be improved by corporates to address material sustainability issues? A case study of Northumbrian Water Ltd. Cleaner Production Letters, 1, 100001. https://doi.org/10.1016/j.clpl.2021.100001 Elbers, W., & Schulpen, L. (2011). Decision making in partnerships for development: Explaining the influence of local partners. Nonprofit and voluntary sector quarterly, 40(5), 795-812. https://doi.org/10.1177/0899764010374782 Emerson, R. M. (1964). Power-dependence relations: Two experiments. Sociometry, 282-298. https://doi.org/10.2307/2785619 Escher, I., & Brzustewicz, P. (2020). Inter-organizational collaboration on projects supporting sustainable development goals: The company perspective. Sustainability, 12(12), 4969. https://doi.org/10.3390/su12124969 Eweje, G., & Palakshappa, N. (2009). Business partnerships with nonprofits: working to solve mutual problems in New Zealand. Corporate Social Responsibility and Environmental Management, 16(6), 337-351. https://doi.org/10.1002/csr.195 Feilhauer, S., & Hahn, R. (2021a). Firm-nonprofit collaboration: Explaining the rationale behind firms’ cross-sector partner choices. Long range planning, 54(1), 101952. https://doi.org/10.1016/j.lrp.2019.101952 Feilhauer, S., & Hahn, R. (2021b). Formalization of firms’ evaluation processes in cross-sector partnerships for sustainability. Business & Society, 60(3), 684-726. https://doi.org/10.1177/0007650319884218 Freeman, R. (1984). Strategic management: A stakeholder approach. Boston, MA: Pitman. Gagnon, M., Beaudry, M., Lemyre, L., & Guay-Charette, A. (2021). Pathways to local partnerships in a semi-rural setting: a qualitative study of community engagement and employer-supported volunteering in small and medium enterprises and local nonprofits. Canadian Journal of Nonprofit and Social Economy Research, 12(1). https://doi.org/10.29173/cjnser.2021v12n1a385 Galaskiewicz, J., & Colman, M. S. (2006). Collaboration between corporations and nonprofit organizations. The nonprofit sector: A research handbook, 2, 180-204. Granovetter, M. (1985). Economic action and social structure: The problem of embeddedness. American journal of sociology, 91(3), 481-510. https://www.jstor.org/stable/2780199 Hahn, R., & Gold, S. (2014). Resources and governance in “base of the pyramid”-partnerships: Assessing collaborations between businesses and non-business actors. Journal of Business Research, 67(7), 1321-1333. https://doi.org/10.1016/j.jbusres.2013.09.002 Harzing, A.-W., & Alakangas, S. (2016). Google Scholar, Scopus and the Web of Science: a longitudinal and cross-disciplinary comparison. Scientometrics, 106, 787-804. https://doi.org/10.1007/s11192-015-1798-9 Haski-Leventhal, D., & Cnaan, R. A. (2009). Group processes and volunteering: Using groups to enhance volunteerism. Administration in Social work, 33(1), 61-80. https://doi.org/10.1080/03643100802508635 Hayes, S. C., Levin, M. E., Plumb-Vilardaga, J., Villatte, J. L., & Pistorello, J. (2013). Acceptance and commitment therapy and contextual behavioral science: Examining the progress of a distinctive model of behavioral and cognitive therapy. Behavior therapy, 44(2), 180-198. https://doi.org/10.1016/j.beth.2009.08.002 Hennart, J. F. (2006). Alliance research: Less is more. Journal of Management Studies, 43(7), 1621-1628. https://doi.org/10.1111/j.1467-6486.2006.00654.x Herlin, H. (2015). Better safe than sorry: Nonprofit organizational legitimacy and cross-sector partnerships. Business & Society, 54(6), 822-858. https://doi.org/10.1177/0007650312472609 Hurmelinna, P. (2018). Exiting and entering relationships: a framework for re-encounters in business networks. Industrial Marketing Management, 70, 113-127. https://doi.org/10.1016/j.indmarman.2017.07.010 Hussler, C., & Payaud, M. (2019). Bargaining with the devil? A politicized view on cross-sector partnerships targeting the BoP. Society and Business Review, 14(1), 112-127. https://doi.org/10.1108/SBR-04-2018-0040 Ihm, J., & Shumate, M. (2019). How does a board of directors influence within‐and cross‐sector nonprofit collaboration? Nonprofit Management and Leadership, 29(4), 473-490. https://doi.org/10.1002/nml.21343 Irmak, C., Sen, S., & Bhattacharya, C. (2015). Consumer reactions to business-nonprofit alliances: Who benefits and when? Marketing Letters: A Journal of Research in Marketing, 26(1), 29-42. https://doi.org/10.1007/s11002-013-9265-y Jamali, D. (2004). Success and failure mechanisms of public private partnerships (PPPs) in developing countries: Insights from the Lebanese context. International Journal of Public Sector Management, 17(5), 414-430. https://doi.org/10.1108/09513550410546598 Jamali, D., & Keshishian, T. (2009). Uneasy alliances: Lessons learned from partnerships between businesses and NGOs in the context of CSR. Journal of Business Ethics, 84(2), 277-295. https://doi.org/10.1007/s10551-008-9708-1 Kandel, I. J., Baluch, A. M., & Piening, E. P. (2023). Mate or menace? Exploring organizational identity threats in nonprofit-business partnerships. Nonprofit and voluntary sector quarterly, 53(5), 1156-1180, https://doi.org/10.1177/08997640231210780 Katz, H., & Sasson, U. (2017). Businesses, nonprofits and strategic bridging: the case of workforce integration in Israel. Society and Business Review, 12(2), 121-135. https://doi.org/10.1108/SBR-05-2016-0034 Kettl, D. F. (2015). The transformation of governance: Public administration for the twenty-first century. Jhu Press. Kim, N., Sung, Y., & Lee, M. (2012). Consumer evaluations of social alliances: The effects of perceived fit between companies and non-profit organizations. Journal of Business Ethics, 109, 163-174. https://doi.org/10.1007/s10551-011-1115-3 Kimura, F., Hagihara, K., Horie, N., & Asahi, C. (2023). Supporting Organisations for Social Enterprises: Focus on Fundraising. In Toward Sustainable Regions: Essays in Honor of Kiyoko Hagihara (pp. 37-54). Springer. https://doi.org/10.1007/978-981-99-5667-8_3 Kitchenham, B. (2004). Procedures for performing systematic reviews. Keele, UK, Keele University, 33(2004), 1-26. Kivimaa, P., Boon, W., Hyysalo, S., & Klerkx, L. (2019). Towards a typology of intermediaries in sustainability transitions: A systematic review and a research agenda. Research Policy, 48(4), 1062-1075. https://doi.org/10.1016/j.respol.2018.10.006 Kolk, A. (2016). The social responsibility of international business: From ethics and the environment to CSR and sustainable development. Journal of World Business, 51(1), 23-34. https://doi.org/10.1016/j.jwb.2015.08.010 Kooiman, J. (2008). Exploring the concept of governability. Journal of Comparative Policy Analysis: Research and Practice, 10(2), 171-190. https://doi.org/10.1080/13876980802028107 Koschmann, M. A., Kuhn, T. R., & Pfarrer, M. D. (2012). A communicative framework of value in cross-sector partnerships. Academy of management review, 37(3), 332-354. https://doi.org/10.5465/amr.2010.0314 Kuo, A., & Rice, D. H. (2015). The impact of perceptual congruence on the effectiveness of cause-related marketing campaigns. Journal of Consumer Psychology, 25(1), 78-88. https://doi.org/10.1016/j.jcps.2014.06.002 Laasonen, S., Fougère, M., & Kourula, A. (2012). Dominant articulations in academic business and society discourse on NGO–business relations: A critical assessment. Journal of Business Ethics, 109, 521-545. https://doi.org/10.1007/s10551-011-1143-z Lefebvre, A., Zeimers, G., & Zintz, T. (2022). Non-profit sport collaboration effectiveness: how do the partner selection factors and the collaboration process matter? Sport, Business and Management: An International Journal, 13(1), 1-18. https://doi.org/10.1108/SBM-09-2021-0108 Lefroy, K., & Tsarenko, Y. (2014). Dependence and effectiveness in the nonprofit-corporate alliance: The mediating effect of objectives achievement. Journal of Business Research, 67(9), 1959-1966. https://doi.org/10.1016/j.jbusres.2013.11.003 Lem, M., van Tulder, R., & Geleynse, K. (2013). Doing Business in Africa. A strategic Guide for Entrepreneurs. Berenschot. Lester, D. L., Parnell, J. A., & Carraher, S. (2003). Organizational life cycle: A five‐stage empirical scale. The international journal of organizational analysis, 11(4), 339-354. https://doi.org/10.1108/eb028979 Liston-Heyes, C., & Liu, G. (2013). A study of non-profit organisations in cause-related marketing: Stakeholder concerns and safeguarding strategies. European Journal of Marketing, 47(11/12), 1954-1974. https://doi.org/10.1108/EJM-03-2012-0142 Liu, G., & Ko, W.-W. (2011). An analysis of cause-related marketing implementation strategies through social alliance: Partnership conditions and strategic objectives. Journal of Business Ethics, 100, 253-281. https://doi.org/10.1007/s10551-010-0679-7 Lyakhov, A., & Gliedt, T. (2017). Understanding collaborative value creation by environmental nonprofit and renewable energy business partnerships. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 28, 1448-1472. https://doi.org/10.1007/s11266-016-9691-6 Lynn Jr, L. E., Heinrich, C. J., & Hill, C. J. (2000). Studying governance and public management: Challenges and prospects. Journal of Public Administration Research and Theory, 10(2), 233-261. https://doi.org/10.1093/oxfordjournals.jpart.a024269 Macdonald, S., & Piekkari, R. (2005). Out of control: personal networks in European collaboration. R&D Management, 35(4), 441-453. https://doi.org/10.1111/j.1467-9310.2005.00400.x MacIndoe, H., & Sullivan, F. (2014). Nonprofit response to financial uncertainty: How does financial vulnerability shape nonprofit collaboration. J. Mgmt. & Sustainability, 4(3), 1-1. https://doi.org/10.5539/jms.v4n3p1 Maignan, I., & Ralston, D. A. (2002). Corporate social responsibility in Europe and the US: Insights from businesses’ self-presentations. Journal of International Business Studies, 33, 497-514. https://doi.org/10.1057/palgrave.jibs.8491028 Maiolini, R., Versari, P., Rullani, F., & Seitanidi, M. M. (2023). The role of community participation in cross-sector social partnerships. Nonprofit and voluntary sector quarterly, 52(5), 1386-1412. https://doi.org/10.1177/08997640221130696 Mendel, S. C., & Brudney, J. L. (2014). Doing good, public good, and public value: Why the differences matter. Nonprofit Management and Leadership, 25(1), 23-40. https://doi.org/10.1002/nml.21109 Morgan, R. M., & Hunt, S. D. (1994). The commitment-trust theory of relationship marketing. Journal of marketing, 58(3), 20-38. https://doi.org/10.1177/002224299405800302 Murphy, M., Arenas, D., & Batista, J. M. (2015). Value creation in cross-sector collaborations: The roles of experience and alignment. Journal of Business Ethics, 130(1), 145-162. https://doi.org/10.1007/s10551-014-2204-x Murthy, S. R., Roll, K., & Colin-Jones, A. (2021). Ending business-non-profit partnerships: The spinout of social enterprises. Scandinavian journal of management, 37(1), https://doi.org/101136. 10.1016/j.scaman.2020.101136 Parker, B., & Selsky, J. W. (2004). Interface dynamics in cause-based partnerships: An exploration of emergent culture. Nonprofit and voluntary sector quarterly, 33(3), 458-488. https://doi.org/10.1177/0899764004266016 Pearce II, J. A., & Doh, J. P. (2005). The high impact of collaborative social initiatives. MIT Sloan Management Review, 46(3), 30-39. Pfeffer, J., & Salancik, G. (1979). The external control of organizations: A resource dependence perspective. The Economic Journal, 89(356), 969-970. https://doi.org/10.2307/2231527 Pfisterer, S., & Van Tulder, R. (2020). Navigating governance tensions to enhance the impact of partnerships with the private sector for the SDGs. Sustainability, 13(1), 111. https://doi.org/10.3390/su13010111 Pitowsky-Nave, N., Almog-Bar, M., & Schmid, H. (2023). Collaboration Between Businesses and Social Service Nonprofits as Organized Anarchy: The Insider Perspective. Human Service Organizations: Management, Leadership & Governance, 47(4), 315-327. https://doi.org/10.1080/23303131.2023.2195898 Pope, S., Bromley, P., Lim, A., & Meyer, J. W. (2018). The pyramid of nonprofit responsibility: The institutionalization of organizational responsibility across sectors. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 29, 1300-1314. https://doi.org/10.1007/s11266-018-0038-3 Reid, S., Hayes, J., & Stibbe, D. (2015). Platforms for partnership: Emerging good practice to systematically engage business as a partner in development. The partnering initiative, 1-42. https://doi.org/10.13140/2.1.2257.2324 Rim, H., Yang, S.-U., & Lee, J. (2016). Strategic partnerships with nonprofits in corporate social responsibility (CSR): The mediating role of perceived altruism and organizational identification. Journal of Business Research, 69(9), 3213-3219. https://doi.org/10.1016/j.jbusres.2016.02.035 Rivera‐Santos, M., Rufin, C., & Wassmer, U. (2017). Alliances between firms and non‐profits: A multiple and behavioural agency approach. Journal of Management Studies, 54(6), 854-875. https://doi.org/10.1111/joms.12271 Ryan, A., & O’Malley, L. (2016). The role of the boundary spanner in bringing about innovation in cross-sector partnerships. Scandinavian journal of management, 32(1), 1-9. https://doi.org/10.1016/j.scaman.2015.09.002 Ryan, A., & Tähtinen, J. (2012). Relationship ending from the perspective of the non-initiator. Journal of Customer Behaviour, 11(2), 197-212. https://doi.org/10.1362/147539212X13420906144796 Sanzo, M. J., Alvarez, L. I., Rey, M., & García, N. (2015). Business–nonprofit partnerships: a new form of collaboration in a corporate responsibility and social innovation context. Service Business, 9, 611-636. https://doi.org/10.1007/s11628-014-0242-1 Sanzo-Pérez, M. J., Rey-Garcia, M., & Álvarez-González, L. I. (2017). The drivers of voluntary transparency in nonprofits: Professionalization and partnerships with firms as determinants. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 28(4), 1595-1621. https://doi.org/10.1007/s11266-017-9882-9 Sanzo-Pérez, M. J., Rey-García, M., & Álvarez-González, L. I. (2022). Downward accountability to beneficiaries in social enterprises: do partnerships with nonprofits boost it without undermining accountability to other stakeholders? Review of Managerial Science, 16(5), 1533-1560. https://doi.org/10.1007/s11846-021-00485-6 Schiller, R. S., & Almog-Bar, M. (2013). Revisiting collaborations between nonprofits and businesses: An NPO-centric view and typology. Nonprofit and voluntary sector quarterly, 42(5), 942-962. https://doi.org/10.1177/0899764012471753 Schmid, H., & Almog-Bar, M. (2020). The critical role of the initial stages of cross-sector partnerships and their implications for partnerships’ outcomes. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 31, 286-300. https://doi.org/10.1007/s11266-019-00137-0 Seitanidi, M., & Crane, A. (2013). Responsible business and social partnerships: A research handbook (1st ed.). In (pp. 448): London: Routledge. Seitanidi, M. M., & Crane, A. (2009). Implementing CSR through partnerships: Understanding the selection, design and institutionalisation of nonprofit-business partnerships. Journal of Business Ethics, 85, 413-429. https://doi.org/10.1007/s10551-008-9743-y Selsky, J. W., & Parker, B. (2005). Cross-sector partnerships to address social issues: Challenges to theory and practice. Journal of management, 31(6), 849-873. https://doi.org/10.1177/0149206305279601 Shier, M. L., Turpin, A., & Graham, J. R. (2023). Partnership Dynamics That Support Social Innovation by Nonprofits. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 35(3), 1-12. https://doi.org/10.1007/s11266-023-00612-9 Shumate, M., & O'Connor, A. (2010). Corporate reporting of cross-sector alliances: The portfolio of NGO partners communicated on corporate websites. Communication Monographs, 77(2), 207-230. https://doi.org/10.1080/03637751003758201 Shumate, M., Hsieh, Y. P., & O’Connor, A. (2018). A nonprofit perspective on business–nonprofit partnerships: Extending the symbiotic sustainability model. Business & Society, 57(7), 1337-1373. https://doi.org/10.1177/0007650316645051 Simpson, D., Lefroy, K., & Tsarenko, Y. (2011). Together and apart: Exploring structure of the corporate–NPO relationship. Journal of Business Ethics, 101, 297-311. https://doi.org/10.1007/s10551-010-0723-7 Smith, W. K., Gonin, M., & Besharov, M. L. (2013). Managing social-business tensions: A review and research agenda for social enterprise. Business Ethics Quarterly, 23(3), 407-442. https://doi.org/10.5465/AMBPP.2013.187 Spitz, G., van Kranenburg, H., & Korzilius, H. (2021). Motives matter: The relation between motives and interpartner involvement in nonprofit–business partnerships. Nonprofit Management and Leadership, 32(2), 287-306. https://doi.org/10.1002/nml.21462 Stöteler, I., Reeder, S., & van Tulder, R. (2012). Cross-Sector Partnership Formation. The Partnerships Resource Centre (PrC). http://hdl.handle.net/1765/77625 Stuart, T. E. (2000). Interorganizational alliances and the performance of firms: a study of growth and innovation rates in a high‐technology industry. Strategic management journal, 21(8), 791-811. https://doi.org/10.1002/1097-0266(200008)21:8%3C791::AID-SMJ121%3E3.0.CO;2-K Tang, G., & Wang, F. (2020). What factors contribute to nonprofit collaboration? An analysis of response and recovery efforts after the 2008 Wenchuan Earthquake, China. Safety science, 125, 104624. https://doi.org/10.1016/j.ssci.2020.104624 Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic management journal, 18(7), 509-533. https://doi.org/10.1093/oso/9780198781806.003.0019 Tennyson, R. (2005). The Brokering Guidebook. Navigating effective sustainable development partnerships. The International Business Leaders Forum, London. Van der Vegt, G. S., Essens, P., Wahlström, M., & George, G. (2015). Managing risk and resilience. Academy of Management Journal, 58(4), 971–980. https://doi.org/10.5465/amj.2015.4004 Van Tulder, R., Seitanidi, M. M., Crane, A., & Brammer, S. (2016). Enhancing the impact of cross-sector partnerships: Four impact loops for channeling partnership studies. Journal of Business Ethics, 135(1), 1-17. https://doi.org/10.1007/s10551-015-2756-4 Vangen, S., & Huxham, C. (2005). Aiming for collaborative advantage: Challenging the concept of shared vision. Advanced Institute of Management Research Paper (015). https://doi.org/10.2139/ssrn.1306963 Vock, M., Van Dolen, W., & Kolk, A. (2013). Changing behaviour through business-nonprofit collaboration? Consumer responses to social alliances. European Journal of Marketing, 47(9), 1476-1503. https://doi.org/10.1108/EJM-10-2011-0546 Waerder, R., Thimmel, S., Englert, B., & Helmig, B. (2022). The role of nonprofit–private collaboration for nonprofits’ organizational resilience. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 33(4), 672-684. https://doi.org/10.1007/s11266-021-00424-9 Williamson, O. E. (1981). The economics of organization: The transaction cost approach. American journal of sociology, 87(3), 548-577. https://doi.org/10.1086/227496 Windsor, D. (2006). Corporate social responsibility: Three key approaches. Journal of Management Studies, 43(1), 93-114. https://doi.org/10.1111/j.1467-6486.2006.00584.x Wójcik, P., Obłój, K., & Buono, A. F. (2022). Addressing social concern through business-nonprofit collaboration: Microfoundations of a firm’s dynamic capability for social responsibility. Journal of Business Research, 143, 119-139. https://doi.org/10.1016/j.jbusres.2022.01.061 Yin, J., & Jamali, D. (2021). Collide or collaborate: The interplay of competing logics and institutional work in cross-sector social partnerships. Journal of Business Ethics, 169(4), 673-694. https://psycnet.apa.org/doi/10.1007/s10551-020-04548-8 Zatepilina-Monacell, O. (2015). Small business–nonprofit collaboration: Locally owned businesses want to take their relationships with community-based NPOs to the next level. Journal of Nonprofit & Public Sector Marketing, 27(2), 216-237. https://doi.org/10.1080/10495142.2015.1011511 Zeimers, G., Anagnostopoulos, C., Zintz, T., & Willem, A. (2019). Examining collaboration among nonprofit organizations for social responsibility programs. Nonprofit and voluntary sector quarterly, 48(5), 953-974. https://doi.org/10.1177/0899764019837616 Zhu, R., & Sun, S. L. (2020). Fostering generative partnerships in an inclusive business model. Sustainability, 12(8), 3230. https://doi.org/10.3390/su12083230