Nitha Palakshappa

Collaborative business relationships

Purpose – This paper aims to describe in depth case studies demonstrating that many small companies that participate in collaborative relationships are not realising the knowledge and skill acquisition benefits that policy makers envision when they formulate public policy that promotes creation of collaborative business relationships.Design/methodology/approach – Hamels theory of inter‐partner learning is built upon to explain the possible reasons why firms fail to derive learning‐related benefits from participation in collaborative relationships, and the implications for public policy, for firms participating in collaborative relationships, and for future research are discussed.Findings – Key findings reveal that small companies are not realising the intended benefits of collaboration. Many New Zealand firms that participate in alliances are not using them to develop new skills and competencies.Research limitations/implications – Learning was neither an objective nor an outcome of most of the collaborat...

Using a multi‐method qualitative approach to examine collaborative relationships

Purpose – The purpose of this paper is to describe a multi‐method approach for examining collaborative relationships.Design/methodology/approach – Collaborative relationship performance is examined by combining narratives, structured questionnaires, and perceptual mapping within a case‐based approach.Findings – Details associated with case selection and subsequent analysis are discussed. Themes emerging from the study are used to illustrate the depth of insights that were gained.Research implications/limitations – The findings demonstrate the value of the approach in discovering insights that would not have emerged from more commonly utilised methodologies.Practical implications – The methodology described in this paper captures the detailed dynamics of collaborative business relationships. As such, it allowed us to identify specific steps that managers can take to improve the performance of their collaborative relationships: in particular by ensuring that everyone involved in the relationship shares an u...

Co‐operation and collaboration: the case of the de‐regulated New Zealand electricity industry

Purpose – The purpose of this paper is to use the New Zealand electricity industry as a case study to describe and understand the importance of collaborative relationships in coping with the changes faced by sectors of the industry over the last two decades.Design/methodology/approach – A multi‐method qualitative approach is used to investigate the nature of industry relationships. Data were collected through two‐phase in‐depth interviews with key electricity employees. Secondary documents and archival records were used to support participant contributions.Findings – The research finds that the majority of the collaborative relationships in the New Zealand electricity industry are “forced”. Nevertheless, and despite the preclusions of competition, relationships continue to support the strategic imperatives of firms and form an important component of firm‐level operation.Originality/value – The study provides an understanding of collaboration within a new contextual setting – the New Zealand electricity in...

Corporate Social Responsibility in the Indian Context

Abstract Purpose Corporate social responsibility (CSR) is increasingly being adopted on a global scale. However, it is evident that the utilisation and implementation of CSR varies in differing contextual settings. The purpose of this chapter is to explore the concept of CSR in the Indian context. Approach The development of CSR in India is understood through an examination of historical and spiritual underpinnings. Literature pertinent to this is used to form a picture of contemporary practice. Interview data complements this understanding and enables the development of snapshots outlining how CSR has been used. Findings Our chapter indicates that though CSR is utilised in the Indian context and has been an important part of societal structure, the positive benefits that could be gained are still not recognised to their fullest. It is essential that the institutionalisation of CSR is supported by partnerships between government, business and non-governmental organisations. Research/Practical/Social Implications This review aids our understanding of how CSR has evolved and been used in India. It highlights the complexity of CSR in differing contextual settings. Originality The chapter describes CSR in an underexplored research setting.

Integrated strategic partnerships between business and not-for-profit organisations: A case study from New Zealand

This paper examines strategic partnerships between businesses and a not-for-profit organisation using an Integrated Marketing Communication (IMC) theoretical lens. The case study method is used to generate insights into a successful partnership between an internationally branded B2B organisation and a not-for-profit community service organisation. In-depth insights from the case suggest that such a partnership operates at an integrative and strategic level for both organisations. Rather than being conceptualised as a tactical sponsorship arrangement we suggest that such partnerships are worthy of more research to understand their role in generating competitive advantage and brand value within an overarching IMC programme.

Social enterprise and corporate social responsibility: Toward a deeper understanding of the links and overlaps

The purpose of this paper is to explore the concepts of social enterprise (SE) and corporate social responsibility (CSR). Both terms are regarded as pivotal but somewhat related when discussed in scholarship. Despite this few attempts have been made to isolate the manner in which they connect.,In this paper the authors attempt to unpack these two terms in order to isolate key areas of overlap in their use and operationalization. In doing so, the authors address the call for work to synthesize the highly fragmented literature.,The paper demonstrates that, while SE and CSR retain a unique place in the business-society landscape, there is indeed an overlap between the two. The generation of value – social, collaborative, or strategic – appears to be a central theme that connects the two concepts.,The authors offer a detailed discussion of how SE and CSR have contributed to scholarship, and demonstrate that the two terms are indeed interrelated on many levels.

Going Beyond Profit: A Case Study of the CSR Initiative of Titan, Tata Group

The Tata Group and its precision engineering division, Titan, run on a foundation of values based on the spiritual principle of proactively giving back to society. In this paper, the authors study Titan, making reference to the strategy, business ventures and social responsibility that are ingrained in the company. The authors analyze the branding strategy, product categories and corporate social responsibility (CSR) initiatives of Tanishq, the jewelry division of Titan, through a focus on Mr Perfect and Karigar Park, two of Tanishq’s innovative CSR initiatives.