Published:
2012-06-15
Formas y categorización de las relaciones entre las organizaciones sin fines de lucro y el sector privado: una revisión Forms and Categorization of the Relations between Not-for-Profit Organizations and the Private Sector: A Review
Main Article Content
How to Cite
Morales Romero, A., & Duque Oliva, E. J. (2012). Forms and Categorization of the Relations between Not-for-Profit Organizations and the Private Sector: A Review. Administración & Desarrollo, 40(55), 77-91. https://doi.org/10.22431/25005227.130
Las relaciones interorganizacionales e intersectoriales entre las organizaciones sin fines de lucro y el sector privado han ganado gran importancia en la última década debido a que representan una interesante alternativa para solucionar los diferentes problemas que afrontan dichas organizaciones y satisfacer sus necesidades. A partir de una revisión teórica sobre las alianzas entre las organizaciones de estos dos sectores, se identificaron las motivaciones, los aspectos críticos y trece formas diferentes de relación: alianzas de marca, aportes al fortalecimiento institucional, búsqueda y generación de mercados, co-creación, contratos de licencia de marca o imagen, donaciones corporativas, fundaciones empresariales, maratones solidarias, marketing con causa, marketing político, patrocinios, promoción o publicidad conjunta y sociedad estratégica. Estas relaciones se describirán brevemente y se catalogarán de acuerdo con los tres modelos identificados de dominancia-beneficio, estado de la relación y tipo de actividades. Se destaca el interés de las empresas por migrar de formas tradicionales de filantropía a alternativas estratégicas y comerciales que involucren, entre otros, mayor interactividad, compromiso con la causa y desarrollo de diferentes alternativas de promoción, como por ejemplo las alianzas de marca y las fundaciones empresariales.
Keywords:
organización sin fines de lucro, tercer sector, relaciones interorganizacionales, relaciones intersectoriales, sector privado.
Forms and Categorization of the Relations between Not-for-Profit Organizations and the Private Sector: A Review The inter-organizational and inter-sectorial relations among not-for-profit organizations and the private sector have become very important in the past decade due to the fact that they represent an interesting alternative for solving the different problems said organizations face and satisfying their needs. Based on a theoretical review of the alliances between the organizations in these two sectors, it was possible to identify the motivations, the critical aspects and thirteen different types of relationships: brand-name alliances, contributions to institutional strengthening, search for and generation of markets, co-creation, contracts for brand-name or image licensing, corporative donations, entrepreneurial foundations, solidarity marathons, marketing with causes, political marketing, sponsorships, promotion or publicity and strategic society. These relationships are briefly described and catalogued according to the three models of dominance identified: benefit, state of the relationship and type of activities. Emphasis is given to the interest of firms in moving from traditional forms of philanthropy to strategic and commercial alternatives that involve, among other things, greater interactivity, commitment to a cause and development of different promotion alternatives, such as brand-name alliances and entrepreneurial foundations.
Keywords:
not-for-profit organization, third sector, inter-organizational relations, inter-sectorial relations, private sector
References
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Weinberg, C. & Ritchie, J. 1999. “Cooperation, competition and social marketing”. Social Marketing Quarterly, 5 (3):117-126.
Werker, E. & Ahmed, F. 2008. “What do nongovernmental organizations do?”. The Journal of Economic Perspectives, 22 (2):73-92.
Wilson, E. & Nielson, C. 2001. “Cooperation and continuity in strategic business relationships”. Journal of Business-to-Business Marketing, 8 (1):1-24.
Wymer Jr., W. & Samu, S. 2003. “Dimensions of business and nonprofit collaborative”. Journal of Nonprofit & Public Sector Marketing, 11 (1):3-22.
Yaziji, M. 2004. Turning gadflies into allies. Harvard Business Review, 82 (2):110-115, 124.
Austin, J. 2000. “Strategic collaboration between nonprofits and businesses”. Nonprofit and Voluntary Sector Quarterly, 29 (1):69-97.
Berger, I., Cunningham, P., et al. 2004. “Social alliances: company/ nonprofit collaboration”. California Management Review, 47 (1):58-90.
Blau, J. & Rabrenovic, G. 1991. “Interorganizational relations of nonprofit organizations: an exploratory study”. Sociological Forum, 6 (2):327-347.
Blery, E., Katseli, E., et al. 2010. “Marketing for a non-profit organization”. Int Rev Public Nonprofit Mark, 7:57-68.
Botero, L. 2009. “Responsabilidad social empresarial en el sector de la construcción”. Ad-Minister Revista de la Escuela de Administración (14).
Brugmann, J. & Prahalad, C. 2007. “Cocrear un nuevo pacto social para las empresas”. Harvard Business Review. América Latina.
Bryson, J., Crosby, B., et al. 2006. “The design and implementation of crosssector collaborations: propositions from the literature”. Public Administration Review, Special Issue, 44-55.
Dolnicar, S. & Lazarevski, K. 2009. “Marketing in non-profit organizations: an international perspective”. International Marketing Review 26 (3):275-291.
Escribá, A. & Urra, J. 2002. “An analysis of co-operative agreements from a knowledge-based perspective: an integrative conceptual framework”. Journal of Knowledge Management, 6 (4):330-346.
Etzioni, A. 1973. “The third sector and domestic missions”. Public Administration Review, 33:314-323.
Freeman, R. E. 2004. “The stakeholder approach revisited”. Zeitschrift für Wirtschafts- und Unternehmensethik, 5 (3):228-241.
Freeman, R. E. & McVea, J. 2001. “A stakeholder approach to strategic management”. Darden Business School Working Paper (01-02).
Galaskiewicz, J., Bielefeld, W., et al. 2006. “Networks and organizational growth: a study of community based nonprofits”. Administrative Science Quarterly, 51 (3):337-380.
Gallego, M. 2006. “La responsabilidad social en las organizaciones: ¿Factor de ventaja competitiva?”. Ad-Minister. Revista de la Escuela de Administración (8).
Gómez, J. 2004. “Mercadeo con causa social: ¿Responsabilidad social o estrategia comercial?”. Revista Economía, Gestión y Desarrollo (2):123-147.
González, A. (2008). “Social responsibility networks (SRN): the role of the international civil society in redressing the negative effects of globalization at the local level”. Ad-Minister Revista de la Escuela de Administración (13).
Gutiérrez, R., Franco, N., et al. 2007. Serie de aprendizajes NESsT: Actividades de autofinanciamiento de las organizaciones de la sociedad civil en Colombia: Un diagnóstico nacional. Informe de Colombia para NESsT. Santiago de Chile: NESsT, Grupo para la Sustentabilidad de las Organizaciones de la Sociedad Civil.
Heller, N. 2008. “The influence of reputation and sector on perceptions of brand alliances of nonprofit organizations”. Journal of Nonprofit & Public Sector Marketing, 20 (1):15- 36.
Holmes, S. & Moir, L. 2007. “Developing a conceptual framework to identify corporate innovations through engagement with non-profit stakeholders”. Corporate Governance, 7 (4):414 - 422.
Jaskyte, K. & Lee, M. 2006. “Interorganizational relationships”. Administration in Social Work, 30 (3):43-54.
Lee, L. 2011. “Business-community partnerships: understanding the nature of partnership”. Corporate Governance, 11 (1):29-40.
Margolis, J. & Walsh, J. 2003. “Misery loves companies: Rethinking social initiatives by business”. Administrative Science Quarterly, 48:268-305.
Michalski, S., & Helmig, B. 2008. “What do we know about the identity salience model of relationship marketing success? A review of the literature”. Journal of Relationship Marketing, 7 (1):45-63.
Morgan, R. & Hunt, S. 1994. “The commitment-trust theory of relationship marketing”. The Journal of Marketing, 58 (3), 20-38.
Nowak, L. & Clarke, T. 2003. “Causerelated marketing: keys to successful relationships with corporate sponsors and their customers”. Journal of Nonprofit & Public Sector Marketing, 11 (1):137-149.
Nowak, L., & Washburn, J. 2000. “Marketing alliances between nonprofits and businesses: changing the public’s attitudes and intentions towards the cause”. Journal of Nonprofit & Public Sector Marketing, 7 (4):33-44.
Ogliastri, E. 2003. “Alianzas cívicas y la empresa social: una introducción”. Revista Latinoamericana de Administración. Universidad de los Andes (031):5-14.
Ojeda, J. 2009. “La cooperación empresarial como estrategia de las pymes del sector ambiental”. Revista Estudios Gerenciales, 25 (110):39-61.
Pope, J., Isely, E., et al. 2009. “Developing a marketing strategy for nonprofit organizations: an exploratory study”. Journal of Nonprofit & Public Sector Marketing, 21 (2):184-201.
Porter, M. 2008. On competition. Estados Unidos: The Harvard business review book series.
Salamon, L., Anheier, H., et al. 1999. Global civil society, dimensions of the nonprofit sector. Baltimore, MD.: The Johns Hopkins Center for Civil Society Studies.
Samu, S. & Wymer, W. 2001. “Nonprofit-business alliance model: formation and outcomes”. Journal of Nonprofit & Public Sector Marketing, 9 (1-2):45-61.
Sinclair, M. & Galaskiewicz, J. 2006. “Collaboration between corporations and nonprofit organizations”. The nonprofit sector: A research handbook.
Sorribas, C. 2009. Marketing con causa, precedentes, origen y desarrollo en España. Elaboración de un modelo procedimental de desarrollo de programas de marketing con causa entre las organizaciones no lucrativas y la comunidad empresarial. Universidad Ramon Llull.
Suárez, D. & Hwang, H. 2012. “Resource constraints or cultural conformity? Nonprofit relationships with businesses”. Voluntas: International Journal of Voluntary and Nonprofit Organizations.
Suárez, T. 2007. “Relaciones entre organizaciones y stakeholders: necesidad de una interacción mutua entre los diversos grupos de interés”. Innovar Revista de Ciencias Administrativas y Sociales, 17 (30).
Thompson, A., Tancredi, F., et al. 2000. “New partnerships for social development: business and the third sector”. International Journal of Public Administration Review, 23 (5-8):1359- 1385.
Tubin, D. & Levin-Rozalis, M. 2008. “Interorganizational cooperation: the structural aspect of nurturing trust”. International Journal of Public Sector Management, 21 (7):704-722.
Urra, J. 1999. “Cooperación interempresarial. Algunas puntualizaciones en una aproximación económica al fenómeno”. Revista Dirección y Organización, 22:37-49.
Villar, R. 1998. Working papers of the Johns Hopkins comparative nonprofit sector project. Defining the nonprofit sector: Colombia. Baltimore, MD.: The Johns Hopkins Institute for Policy Studies.
Weinberg, C. & Ritchie, J. 1999. “Cooperation, competition and social marketing”. Social Marketing Quarterly, 5 (3):117-126.
Werker, E. & Ahmed, F. 2008. “What do nongovernmental organizations do?”. The Journal of Economic Perspectives, 22 (2):73-92.
Wilson, E. & Nielson, C. 2001. “Cooperation and continuity in strategic business relationships”. Journal of Business-to-Business Marketing, 8 (1):1-24.
Wymer Jr., W. & Samu, S. 2003. “Dimensions of business and nonprofit collaborative”. Journal of Nonprofit & Public Sector Marketing, 11 (1):3-22.
Yaziji, M. 2004. Turning gadflies into allies. Harvard Business Review, 82 (2):110-115, 124.
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