The influence of internal organisational factors on corporate‐community partnership agendas

Abstract

Purpose Corporate‐community partnerships, the collaboration between business and community groups, have risen to prominence recently. This paper seeks to examine how internal organisational factors affect the agenda of corporate‐community partnerships. Design/methodology/approach The internal factors considered in this research were the processes involved in the partnerships' agenda development and the attitudes of participating members towards the partnership and its social or environmental goals. Interviews were conducted with representatives from both the corporate and community members of two major partnerships in Australia. Findings The findings suggest that internal organisational processes and attitudes affect five major features of the partnerships' agenda: form, target, scope, stability and sustainability. Research limitations/implications The study proposes a framework for understanding how internal organizational factors affect the various features of agenda formation in corporate‐community partnerships. Practical implications This research provides a practical understanding of corporate‐community partnerships in relation to the influences on agenda formation, and would be useful to both corporations and stakeholders, especially community groups. Social implications This study stresses the increasing importance of corporate‐community partnerships and suggests that government policies should encourage the development of such partnerships. Originality/value The paper examines the influences on the agenda formation of corporate‐community partnerships through the voices of corporations and community groups.

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