Addressing Conflicts in Cross-Sector Partnerships Between Companies and NGOs

Abstract

Cross-Sector Partnerships (CSPs) between companies and non-governmental organizations (NGOs) have emerged as a prominent avenue for tackling societal issues by combining the capabilities of both organizations. However, conflicts frequently occur within these partnerships, making it challenging to create shared value. This paper explores the strategies and practices used by companies and NGOs to resolve conflicts that occur in CSPs. This is supported by the following research question: “How do NGOs and companies address conflicts that arise in CSPs, in order to create shared value?”. A multiple case study approach with in-depth interviews with companies and NGOs was carried out to develop propositions on the strategies employed in conflict resolution. According to preliminary findings, proactive strategies including the adoption of protocols, NGOs adopting a business model, and companies making social impact a core area are necessary for successful conflict resolution in CSPs. The implications of this research extend to the academic and practical domains. This research contributes to the current literature on successfully managing partnerships, by enlightening the mechanisms of conflict resolutions. It also adds valuable insights for practitioners, guiding the implementation of new strategies to efficiently address conflicts and maximise the social and economic gains brought about by the partnerships.