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MNE/NGO partnerships and the legitimacy of the firm

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  • Marano, Valentina
  • Tashman, Pete

Abstract

This manuscript investigates the legitimating function of Multinational Enterprise (MNE)/Non-Governmental Organization (NGO) partnerships. First, it reviews the complexities inherent in the MNE's quest for social legitimacy. Then, it discusses the characteristics of MNE/NGO partnerships, and the growing anecdotal evidence about their applications for managing corporate social legitimacy. Next, propositions are advanced to suggest how the complexities in the legitimating environment of the MNE may drive its decision to partner with an NGO. Partnership governance and outcomes are also discussed and several examples of MNE/NGO partnerships are presented to illustrate how firms use them to manage their social legitimacy.

Suggested Citation

  • Marano, Valentina & Tashman, Pete, 2012. "MNE/NGO partnerships and the legitimacy of the firm," International Business Review, Elsevier, vol. 21(6), pages 1122-1130.
    • Handle: RePEc:eee:iburev:v:21:y:2012:i:6:p:1122-1130
    DOI: 10.1016/j.ibusrev.2011.12.005
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    Cited by:

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    21. Liu, Steven Y.H. & Napier, Elizabeth & Runfola, Andrea & Cavusgil, S. Tamer, 2020. "MNE-NGO partnerships for sustainability and social responsibility in the global fast-fashion industry: A loose-coupling perspective," International Business Review, Elsevier, vol. 29(5).
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    23. Del Bosco, Barbara & Misani, Nicola, 2016. "The effect of cross-listing on the environmental, social, and governance performance of firms," Journal of World Business, Elsevier, vol. 51(6), pages 977-990.

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