Index
A
Adversarial collaboration
African Comprehensive HIV/AIDS Partnerships (ACHAP)
Aguilera, R. V.
Aguinis, H.
Alcoa
Alignment: cases in transactional relationships; found in integrative partnerships; philanthropic stage; relevance in collaboration; seen in transformational stage; smart practices for
Alliance Boots
Alliance for Environmental Innovation
American Airlines
American Express
American Humane Association
American Library Association (ALA)
American Medical Association (AMA)
Amnesty International
Andrioff, J.
Anglo American PLC
Anupindi, R.
ANZ Bank
Apple
Aravind Eye Hospital
Armani
Articulating social problems: antihunger cause-related marketing; case examples for; process of. See also Cause-related marketing; Corporate social responsibility; Environmental issues; Health-related nonprofits
Ashoka
Assessing collaboration outcomes: anticipating challenges; attributing results to programs; benefits internal to partnership; best practices for; clarity of objectives needed; evaluating external benefits of partnerships; evaluation costs; example of mapping outcomes; identifying value creation and change when; mindset required for measuring outcomes; reasons for; subjectivity of stakeholders; time required to effect change; value generated for collaboration
Association of Fundraising Professionals
Associational values: analyzing; case examples of; overview of; understanding
Austin, J.E.
Avon
B
Bank of America
Bakker, Peter
Barnett, M.L.
Barton, Dominic
Base of the Pyramid (BoP) movement: about; building social value with; collaborations supporting; Starbucks collaboration supporting; successes with
Bell Atlantic
Berger, G.
Berkeley Open Infrastructure for Network Computing
Beta San Miquel Group
Bill and Melinda Gates Foundation
Bojer, M.
Bonding with partners
Bono
BoP movement. See Base of the Pyramid movement
Bowen, F.
BP
Brands
Branzei, O.
Brazilian Volunteer Partners Network
Brinker, Laura
British American Tobacco
Brown, L.D.
Browne, Lord John
Brugmann, J.
Bryson, J.M.
Budinich, V.
Buffet, Warren
Bullying
Burtch, Bruce
Business for Innovative Climate and Energy Policy Coalition
Business in the Community
Businesses: achieving industry-level transformation; assessing benefits internal to; assessing position of potential partners; beginning collaboration with others; benefits of philanthropic acts; cause-related marketing by; certification arrangements with; creating value with process pathways; CSR’s influence on; evaluating external benefits of partnerships; evolving toward integrative partnerships; expectation of responsibility by; finding resource complementarity with nonprofit; increased collaborations with nonprofits; influence of NGOs on; linking interests with nonprofits; mastering relationships with partners; mindsets of; multiple motivations in mindsets of; nature of resources used by; problem-focused projects by; promoting employee volunteer programs; question of partnering visibility; recognizing organizational capabilities of; sponsorships and licensing by; synergistic values with health-related nonprofits; taking operational measures with partners; using empiricism in evaluating performance; value generated for collaboration by. See also CEOs
C
C.A.F.E. (Coffee and Farmer Equity) Practices
Calvert Social Index
Cancer Society of New Zealand
Canon
Canon USA
Cape Town partnership example
Carter Center
Carter, Jimmy
Case examples: alignment within partnerships; articulating social problems; assessing risks of partnering; associational values; Cape Town multisector partnership; creating value with process pathways; detecting prepartnership champions; developing insights into partner organization; developing partnership-specific criteria; directional flows; drafting memorandum of understanding; employee volunteer programs; engagement as value driver; evaluating partnership’s performance; finding complementarity; interaction value; linked interests; mapping outcomes assessment; nature of resources for collaborative use; personal familiarization; reflecting resource complementarity; synergistic values; transferred-asset value; using outcomes measurement
Casey, Carolyn
Cause-related marketing (CRM): AMA and Sunbeam’s; antihunger; bonding between partners in; effectiveness of campaigns; expanding number of partners in; KFC contributions to Komen fund; Kraft Foods; leveraging brand value; providing in engagement in causes; public support of; TUMS launch of; Walmart’s Good Works programs
CC. See Collaboration Continuum
Center for Corporate Community Relations
Center of Effective Philanthropy
CEO Task Force on Global Corporate Citizenship
CEOs: CSR obligations of; incorporating CSR standards in practices; serving nonprofits as board members; views on collaboration; views on cross-sector partnerships; volunteer service by
Certification arrangements
Chandler, Jr., A. D.
Change: collaboration as transformation; identifying; measuring social; time required to effect
Charge Against Hunger
Charity Commission
Chiquita Brands
CI . See Conservation International
Cikaliuk, M.
Citibank
City partnerships
City Year
Cleveland, Ohio
Coca-Cola
Colegio de San Ignacio de Loyola Vizcaínas
Collaboration: advancing through stages of; bonding required for; co-creation of resources; creating value with; cross-sector and same-sector; embedding in operations; governance in; governing and organizing in; interrelated themes about; resource complementarity in; rising importance of; as transformation. See also Assessing collaboration outcomes; Collaboration Continuum (CC); CVC Framework; Value creation
Collaboration Continuum (CC): cross-sector partnering in; integrative stage; migrating along; movement along; philanthropic stage; questions for reflection; reflected in CVC Framework; stages of; transactional stage; transformational stage; value drivers for. See also Stages
Collaboration Process Value Chain: formation phase; illustrated; implementation phase; institutionalization phase; pathways contributing to; questions for reflection on; revealed in CVC Framework; selection phase in. See also specific phases
Collaboration Value Portfolio: about; mapping
Collaborative value: case examples of; defined; defining sources of; emergent; planned
Collaborative Value Creation Framework. See CVC Framework
Collaborative Value Creation Spectrum (VCS): about; associational values; CVC Framework approach to; different value types; examining sources of value; finding linked interests; illustrated; interaction value; questions addressed by; questions for reflection on; resource complementarity; resource directionality; resource nature; reviewing; sources of collaborative value; synergistic value; transferred-asset value. See also Value creation
Collaborative Value Mindset: achieving; characteristics of; dimensions of. See also Mindsets
Commitment
Communications: example of synergistic value with broadcasters; needed in collaborative partnerships
Community: creating value for; developing goodwill with
Compatibility: assessing partnership; partnering visibility and; recognizing organizational
Cone Communications
Conference Board
Conflicts
Conroy, M.E.
Conscious capitalism
Conservation International (CI): aligning to social issues; assessing risks of partnering; complementarity with Starbucks; drafting memorandum of understanding; evaluating partnership’s performance; mapping collaboration outcomes for; mapping linked interests; partnering with Starbucks; personal familiarization for
Conservation Principles for Coffee Production
Consumers Choice Council
Corporate Environmental Responsibility Group (CERG)
Corporate social responsibility (CSR): assessing collaboration for; changing expectations of businesses; empiricism in evaluating performance; focusing on cross-sector collaboration; influence on business mindsets; multiple motivations in mindsets; serving shareholders or stakeholders; time required to effect change; value integration in mindsets
Covey, J.
Crane, A.
CRM. See cause-related marketing
Crosby, B.C.
Cross-sector partnerships: assessing risks of future; businesses perceptions of; CEO views on; criticism of misaligned; cross-sector collaboration mindsets; development phases in; evolution of; integrative stage of; leveraging special capabilities in; pathways for developing; philanthropic stage of; between Starbucks and Conservation International; transactional stage of; transformational stage of; visibility in. See also Partnership fit; Process pathways
Crutchfield, L.R.
CSR. See Corporate social responsibility
CTA-Toyota
CVC Framework: assessing collaborative outcomes; Collaboration Continuum in; Collaborative Value Creation Spectrum; components of; concepts of; illustrated; past research on value creation; processes in; research presented on; themes relating to. See also specific components
D
Danone de Mexico
DATA (Debt, AIDS, Trade, Africa)
DeBeers Group
Deiglmeier, K.
Deloitte
Deutsche Bank
Development Through Service program
DHL
Diageo
Disaster relief
Dow Jones Sustainability Indexes
Drayton, Bill
Drucker, Peter
Dual creation of resources
Dumain, Jill
Duracell
E
Earthwatch
Earthwatch Europe
Earthwatch Institute
Easter Seals
Eaton, Roger
Eccles, R.G.
Edmonsdon, Jeff
Edna McConnell Clark Foundation
Eggers, W. D.
Embedding collaboration in operations
Emergency teams
Emergent collaborative value
Emerson, J.
Emotional connection of partners
Empathy
Employee volunteer programs: case examples of; engaging corporate employees in; value of
Energy industries
Engagement: examples of integrative stage; philanthropic stage; providing in transactional relationships; relevance in collaboration; smart practices for; used in transformational stage
Environmental Defense Fund (EDF)
Environmental issues: collaborative relationships in; developing recycling solutions; linking organic fiber producers and buyers; problems of overfishing; supporting fair trade coffee
Equator Principles
Ese’eja community
Executives. See CEOs
External-benefits mindsets
F
Fair Labor Association (FLA)
Falkenberg, L.
Farmacias Ahumada
Feeding America
FEMSA
Finnish Association for Nature Conservation
First Responder Institute
Five Guys
Foege, William
Ford
Forest Stewardship Council
Formation phase: about; articulating social problems; best practices for; detecting prepartnership champions; determining partner’s intentions; developing insights into partner organization; illustrated; mapping collaborative value portfolio; other terms for; overview of; question of visibility; subprocesses in
Frames. See Value frames
Friedman, Milton
Friends of the Earth
Frisk, Patrik
FTSE4Good
Fundación Las Rosas
G
Ganapathi, J.
Garrison, John
Gayatri, B.
GE Global Innovation Barometer 2011
General Electric (GE)
General Mills Foundation
Generic resources
Genesis
George, Bill
Georgia-Pacific
Gilmartin, Raymond
Glavas, A.
Global Citizenship Report (Hewlett-Packard)
Global Climate Coalition (GCC)
Global Corporate Volunteering Research Project
Global Fund to Fight AIDS, Tuberculosis, and Malaria
Global Partnership Initiative
Global Witness
Goldman Sachs
Goodwill Industries
Googins, B.K.
Gourlay, Alex
Gourville, J.T.
Governance: among collaborators; areas requiring
Governance school of partnership analysis
GrameenPhone
Grant, H.M.
Gree Alliance
Greening Australia (GA)
Greenpeace
H
Habitat for Humanity International
Halal, W. E.
Hartman, C.L.
Hawkins, E.
Health-related nonprofits: Cancer Society of New Zealand; effectiveness of (Product)RED campaign; finding resource nature for; linking interests with; Merck’s collaboration with; nature of resources used by; synergistic values with; transferred-asset value with
H.E.B.
Helene Curtis, Inc.
Hermansen, Tormod
Herremans, I.
Heugens, P.P.M.A.R.
Hewlett Packard
Hills, G.
Hiscox, M.
Hitt, M.A.
Home Depot
Honeywell
Hoven, Patricia
Hunger Action Month
Hunter, D.E.K.
Huntly Energy Efficiency Trust (HEET)
I
IBM
IEG Consulting Group
IFRC (International Federation of Red Cross and Red Crescent Societies)
ILA Trust
Implementation phase: about; adapting to new partnerships; best practices for; evaluating partnerships; experimenting; illustrated; operationalizing in; overview of; subprocesses of
Inclusionary mindsets
Initiative for Responsible Mining Assurance
InnoCentive
Innovation mindset
Institutionalization phase: about; best practices for; converging from value frames; embedding collaboration in operations; governing collaboratively; overview of; processes in
Integrative mindsets
Integrative stage; alignment within; assessing evolution to; defined; developing relationships in; engagement in; leverage in; partnership between Starbucks and Conservation International
Intention: determining partner’s; leading to planned collaboration; in processes
Interaction values: about; analyzing; case examples of; overview of
Interdependence mindset
International Agency for the Prevention of Blindness
International Council on Mining and Metals
International Federation of Red Cross and Red Crescent Societies (IFRC)
International Trachoma Institute
Ireland, R.D.
ISEAL Alliance
J
Jamaican Social Investment Fund (JSIF)
James, Gil
Jenkins, B.
Jensen, Michael
Jocz, K.E.
K
KaBOOM!
Kaku, Ryuzaburo
Kania, J.
Kanter, Rosabeth Moss
Kentucky Fried Chicken (KFC)
Key success-related resources
Khandker, S.R.
Knoepke, Diane
Koolwal, G.B.
Koschmann, M.A.
Kraft Foods
Kramer, M.
Kramer, M.R.
Krupp, Fred
Kuhn, T.R.
L
La Casa de Amistad
La Nación
Latin American Youth Center
Le Ber, M.J.
Leal, Guilherme Peirão
Learning: to be partners; collaboratively; maximizing values via
Leonard, H.B.
Let’s Build Their Dreams
Leverage: leveraging brand value in CRM; philanthropic stage; relevance in collaboration; smart practices for; synergy in integrative relationships; transformational stage; using in transactional relationships
Libraries Online project
Lim, T.
Linked interests: case examples for; finding fit between resource complementarity and; guiding interactions with; illustrated; mapping; with partners; with transactional relationships; value creation from
London, T.
Long-term mindsets
M
Mackey, John
MacMillan, P.
Madar, William
MADD (Mothers Against Drunk Driving)
Magdi Soda Company
Mair, J.
Mapping: collaborative value portfolio; linked interests; multilevel
Margolis, J.D.
Marine Stewardship Council
Marks & Spencer
Márquez, P.
Marriott
Martin, R.L.
Mastering relationships
McDonald’s
McKinsey & Company
“Mean Stinks” campaign
Measurements: complications in performance; managing toward measurable outcomes; measuring social change; mindset required for measuring outcomes
Mecklenburg, Sue
Medtronics
Merck
Merck, Jr., George W.
Microsoft
Middleton Stone, M.
Miller, D.T.
Mindsets: achieving collaborative value; cross-sector collaboration in; CVC Framework approach to; dimensions of; evolving nonprofit; multiple motivations in; overview of; questions for reflection; required for measuring outcomes; serving shareholders or stakeholders; themes in business; transformation possibilities with collaborative; understanding collaborative; using empiricism in evaluating performance; value integration in
Minewatch
Mirvis, P.H.
Mission: finding fit with partner’s; reviewing nonprofit
MIT Sloan School of Management
Monterrey Food Bank
Moody-Stuart, Mark
Morino, Mario
Morris, Jen
Mothers Against Drunk Driving (MADD)
Motivational mindsets
Mulgan, Geoff
N
Nadolny, Mark
National Alliance of Breast Cancer Organizations
National Bullying Prevention Center
National Cheeseburger Day
National Science Foundation
Natura
Nature Conservancy
Negative publicity: criticism of misaligned partnerships; supporting partners affected by
Nelson, J.
Nestlé
Nestlé Creating Shared Value Summary Report
New Balance
Newenham-Kahindi, A.
Newquist, S.C.
NGOs. See Nongovernmental organizations; nonprofits
Nike
Nongovernmental organizations (NGOs): adapting to new partnerships; articulating problems with; assessing benefits internal to; assisting in certification arrangements; changing business practices; collaboration by SMEs; confrontations with businesses; cross-sector partnerships with; evaluating external benefits of partnerships; example of transferred-asset value with; FLA’s Workplace Code of Conduct; initiating collaborative relationships with business; rise in partnerships with; scrutinizing track record of; taking operational measures with; transactional relationships with businesses and; trust in; value generated for collaboration by
Nonprofits: assessing benefits internal to; case examples of interaction values with; CEOs on boards of; creating value with process pathways; evaluating external benefits of partnerships; evaluating resource complementarity with businesses; evolving mindsets of; evolving toward integrative partnerships; increased collaborations with businesses; linking interests with businesses; nature of resources used by health-related; recognizing organizational capabilities of; reviewing mission of; study of resources used complementarily by; taking operational measures with; trust attributed to; value generated for collaboration by. See also Nongovernmental organizations
Nordson
Nordstrom
Nordstrom, Blake
O
Olson, Arthur J.
ONE Campaign
Organic Exchange
Organization-specific resources
Osberg, S.
Outcomes assessment framework: about; anticipating challenges; benefits internal to partnership; clarity of objectives needed for; complications in measuring performance; CVC Framework approach to outcomes; identifying value creation and change for; mindset for measurement; questions for reflection; reviewing
Oxfam
P
Packard, Ben
Paine, Lynn
Palmisano, Samuel J.
Paper Recovery Alliance
Parent Advocacy Coalition for Educational Rights (PACER)
Partizans
Partners: achieving Collaborative Value Mindset; adapting to new; advancing through collaboration stages; aligning with; assessing benefits internal to; bonding with; building trust with; choosing carefully; communications among; conflict and power management between; detecting champions for; determining value of resources; developing specific criteria for; effect of negative publicity on; effect of poor pairing with; emotional connection of; empathy between; evaluating position of potential; expanding number of; experimenting with new; finding linking interests with; governance among collaboration; intentions of; learning to be; mastering relationships; memorandum of understanding with; phases of development for; planning and decision making among; recognizing organizational capabilities of; risks with future; roles and responsibilities of; Starbucks and Conservation International as; taking operational measures with; understanding required for; visibility of future. See also Cross-sector partnerships; Partnership fit
Partnership fit: assessing benefits internal to partners; defined; evaluating performance with partners; external benefits of partnerships; finding
Patagonia
Patscheke, S.
Peachley, Ben
Peloza, J.
People against RTZ
Pepsi
Performance: assessing social and financial; complications in measuring; evaluating partnership’s; partnership fit and. See also Assessing collaboration outcomes
Pew Charitable Trusts
Pfarrer, M.D.
Pfitzer, M.
Philanthropic stage: alignment in; defined; engagement in; leverage; relationships in; transactional vs.
Phills, Jr., J.A.
Planned collaborative value
Polman, Roger
Polonsky, M.J.
Porter, M.E.
Prahalad, C.K.
Prevention of Blindness
Prickett, Glenn
Prince’s Trust
Problem-focused projects
Process pathways: creating value with; formation phase; illustrated; implementation phase; institutionalization phase; selection phase; types of. See also Subprocesses; and specific phases
Process school of partnership analysis
Processes: analyzing collaborative; collaborating on; defined; evaluating resource complementarity and fit; intention and flexibility in; managing value-creation. See also Process pathways
Procter & Gamble
(Product) RED campaign
Public schools
Q
Quelch, J.A.
Questions: about Collaboration Process Value Chain; addressed by VCS; on Collaboration Continuum; on collaborative value creation spectrum; defining collaborative value; evaluating mindsets; maximizing collaboration; partnering visibility; reflecting on smart practices; regarding subprocesses
R
Rainforest Action Network
Rainforest Alliance
Rainforest Expeditions
Ralston Purina
Random acts of kindness
Rangan, V.K.
RE/MAX
Red Cross and Red Crescent Societies
Red Cross Society of Côte d’Ivoire
Red Solidaria
Reficco, E.
Relationships. See Partners; Cross-sector relationships; Stages
Reputation Institute
Resource complementarity: best practices in finding; case example of finding; evaluating with potential partners
Resources: categorizing nature of; determining value of partner’s; examining directionality of values; identifying key; illustrated; questions focusing on; value shifts in transactional relationships. See also Resource complementarity
Responsible Mining Assurance
Rio Tinto
Risks of future partnerships
Roberts Enterprise Development Fund (REDF)
Rochlin, S.A.
Rockefeller Foundation
Ronald McDonald Houses
Royal Bank of Scotland Group (RBSG)
Rupp, D.E.
S
Salamon, L.M.
Samad, H.A.
Save the Children
Scared Straight
Schatz, R.
Schonland, Marc
Schultz, Howard
Scott, Leo
Scripps Research Institute
Seeing Is Believing
Seelos, C.
Seitanidi, M.M.
Selection phase: about; assessing risks; best practices for; determining value of resources; developing partnership-specific criteria; illustrated; mapping linked interests; overview of; recognizing organizational capabilities; subprocesses in
Self Magazine
Seligmann, Peter
Senge, Peter
Shamir, R.
Share Our Strength (SOS)
Shared value
Shareholders: creating value for community, workers and; focusing on stakeholders or; mindsets of
Shore, Bill
Shriver, Bobby
SightSavers International
Sirmon, D.G.
Sisodia, Raj
Skoczlas, Amy
Small and medium enterprises (SMEs)
Smart practices: achieving Collaborative Value Mindset; assessing outcomes; bonding; building trust; communications; governing and organizing; learning; managing value-creation processes; questions reflecting on; recognizing stages of collaboration; seeking partners who fit; value creation
SMEs (small and medium enterprises)
Smith, Orin
Smithsonian Migratory Bird Center
Smyth, N.
Social Accountability (SA) International
Social Investment Index
Social problems. See Articulating social problems; and specific issues
Sole creation of resources: defined
Sponsorships and licensing
SROI (Social Return on Investment) Network
Stafford, E.R.
Stages: advancing through collaboration; CVC Framework approach to collaboration; integrative; philanthropic; suggested in Collaboration Continuum; transactional; transformational. See also specific stages
Stakeholders: focusing on shareholders or; redefining scope of; subjectivity of
Standard Charter Bank
Stanley Steamer
Starbucks: aligning to social issues; assessing risks of partnering; brand value of; complementarity with CI; creating competency in partnering; drafting memorandum of understanding; evaluating partnership’s performance; mapping collaboration outcomes for; mapping linked interests; partnering with Conservation International; personal familiarization for; (Product) RED campaign at
Stora Enso
Strive Initiative
Subprocesses: formation phase; illustrated; implementation phase; questions for reflection on; selection phase
Subsidiaries
Sunbeam
Susan G. Komen Race for the Cure
Sustainable Conservation
Swartz, Jeff
Synergistic values: about; analyzing; overview of; research reflecting
Synergy mindsets
T
Telenor
Thust, Bob
Tiffany & Co.
Timberland
TNT
Trahms, C.
Transactional relationships: cause-related marketing; certification arrangements; employee volunteer programs in; engagement in; leveraging; paths of alignment in; problem-focused projects in; shifting sources of value in; sponsorships and licensing; types of. See also Employee volunteer programs
Transactional stage: characteristics of; defined. See also Transactional relationships
Transferred-asset values: about; analyzing; case examples of; overview of
Transformational stage; alignment at; assessing evolution to; case examples for; characteristics of; defined; engagement used in; leveraging the
Trust: associated with nonprofits; best practice in building; building with partners; institutionalizing
TUMS
U
Understanding
Unilever
United Nations: Environment Programme Finance Initiative; UNICEF
United States: Green Building Council; State Department
United Way
UPS
V
Vagelos, Roy
Value Configuration Matrix
Value creation: assessing collaboration outcomes; charting; creating value with process pathways; CVC Framework approach to collaborative; effect of flexibility in; examining potential sources for; identifying for outcomes assessment framework; identifying value sources and types; intention leading to; linking interests for; managing processes in; past research weaknesses on; phases of partnership development for; smart practices for. See also Collaborative Value Creation Spectrum; CVC Framework
Value drivers: for Collaboration Continuum; engagement as; overview of; relationship stages and
Value frames: function of; personal familiarization; values converging in
Value relationships. See Cross-sector partnerships
Value types: analyzing; associational; different; interaction; questions focusing on; reviewing; specifying key; synergistic; transferred-asset value
Values: associational; characterizing CC stages; Collaboration Continuum value drivers; engagement as driver of; interaction; leveraging employee volunteerism; leveraging transformation with; maximizing via learning; mindsets of shareholders and stakeholders on; transferred-asset. See also Resources; Value creation; Value types
VCS. See Collaborative Value Creation Spectrum
Venture Philanthropy Partners
Verde Ventures Fund
VF Corporation
Volunteer programs. See Employee volunteer programs
W
Waddock, S.
Wal-Mart
Walgreens
Walmart
Walsh, J.P.
Weber, K.
Wei-Skillern, J.
Whole Foods Market
Williams, C.A.
Williams, Mary
Workplace Code of Conduct
World Bank
World Business Council for Sustainable Development
World Community Grid
World Development Movement
World Economic Forum
World Federation of Exchanges
World Food Program
World Health Organization
World Wildlife Fund
Y
Yad Sarah
Yeatman, Perry
Yoplait
Yunnus, Mohammed
Z
Zadeck, S.
ZTA