NGO's Moving Business: An Analysis of Contrasting Strategies

M.M. van Huijstee; P. Glasbergen

doi:10.1177/0007650310365516

NGO's Moving Business: An Analysis of Contrasting Strategies

M.M. van Huijstee, P. Glasbergen

Research output: Contribution to journal › Article › Academic › peer-review

Abstract

In this article, we seek to advance understanding of nongovernmental organization (NGO) strategies with regard to influencing corporations. We study two contrasting NGO strategies (symbolic gain and symbolic damage), which simultaneously target the same corporation on the same issue. In so doing, we highlight three previously neglected dimensions of NGO influence strategies: (a) the influence effected by contrasting strategies; (b) the interplay between contrasting strategies; and (c) the dynamic relation between firm– stakeholder resource dependence relationship and NGO influence strategy.

Original language	English
Pages (from-to)	591-618
Number of pages	28
Journal	Business & society
Volume	49
Issue number	4
DOIs	https://doi.org/10.1177/0007650310365516
Publication status	Published - 2010

Keywords

NGO strategies
corparate social responsibility (CSRO)
nongovernmental organization (NGO)
resource dependence
stakeholder influence strategies
sustainable banking

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10.1177/0007650310365516

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abstract = "In this article, we seek to advance understanding of nongovernmental organization (NGO) strategies with regard to influencing corporations. We study two contrasting NGO strategies (symbolic gain and symbolic damage), which simultaneously target the same corporation on the same issue. In so doing, we highlight three previously neglected dimensions of NGO influence strategies: (a) the influence effected by contrasting strategies; (b) the interplay between contrasting strategies; and (c) the dynamic relation between firm– stakeholder resource dependence relationship and NGO influence strategy.",

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KW - nongovernmental organization (NGO)

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NGO's Moving Business: An Analysis of Contrasting Strategies

Abstract

Keywords

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