It is increasingly being accepted that there is a benefit to both
parties when a relationship is established between an NGO and a
company. Consequently a considerable number of strategic alliances
have been established. It must be accepted that such alliances are
not necessarily mutually beneficial but little research has been
undertaken to determine the factors which facilitate or mitigate
against such mutual benefit. Indeed it is only recently that such
relationship shave started to be examined at all. The contributions
in this volume seek to redress this by researching various aspects
of such relationships in order to arrive at some conclusions
regarding the potential benefits and pitfalls of such
relationships. The various contributors speak from different
perspectives and different locations around the world and have
different experiences and interpretations to offer. The results
therefore present a diverse but balanced picture of the potential
of any relationship between NGOs, companies and corporate social
responsibility.
General
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