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How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?

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  • Gordon Liu

    (University of Bath)

  • Wai Wai Ko

    (University of Southampton)

  • Chris Chapleo

    (Bournemouth University)

Abstract

Social alliance is defined as the collaboration between for-profit and nonprofit organizations. Building on the insights derived from the resource-based theory, we develop a conceptual framework to explain how socially entrepreneurial nonprofit organizations (SENPOs) can improve their social alliance performance by adopting strategic alliance management routines. We test our framework using the data collected from 203 UK-based SENPOs in the context of cause-related marketing campaign-derived social alliances. Our results confirm a positive relationship between social alliance management routines and social alliance performance. We also find that relational mechanisms, such as mutual trust, relational embeddedness, and relational commitment, mediate the relationship between social alliance management routines and social alliance performance. Moreover, our findings suggest that different types of social alliance motivation can influence the impact of social alliance management routines on different types of the relational mechanisms. In general, we demonstrate that SENPOs can benefit from adopting social alliance management routines and, in addition, highlight how and when the social alliance management routines–social alliance performance relationship might be shaped. Our study offers important academic and managerial implications, and points out future research directions.

Suggested Citation

  • Gordon Liu & Wai Wai Ko & Chris Chapleo, 2018. "How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?," Journal of Business Ethics, Springer, vol. 151(2), pages 497-516, August.
    • Handle: RePEc:kap:jbuset:v:151:y:2018:i:2:d:10.1007_s10551-016-3231-6
    DOI: 10.1007/s10551-016-3231-6
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    Cited by:

    1. Wai Wai Ko & Gordon Liu, 2021. "The Transformation from Traditional Nonprofit Organizations to Social Enterprises: An Institutional Entrepreneurship Perspective," Journal of Business Ethics, Springer, vol. 171(1), pages 15-32, June.
    2. Giorgio Mion & Vania Vigolo & Angelo Bonfanti & Riccardo Tessari, 2023. "The Virtuousness of Ethical Networks: How to Foster Virtuous Practices in Nonprofit Organizations," Journal of Business Ethics, Springer, vol. 188(1), pages 107-123, November.
    3. Pradeep Kumar Hota, 2023. "Tracing the Intellectual Evolution of Social Entrepreneurship Research: Past Advances, Current Trends, and Future Directions," Journal of Business Ethics, Springer, vol. 182(3), pages 637-659, January.
    4. Liu, Wentong & Kwong, Caleb C.Y. & Kim, Young-Ah & Liu, Hongfei, 2021. "The more the better vs. less is more: Strategic alliances, bricolage and social performance in social enterprises," Journal of Business Research, Elsevier, vol. 137(C), pages 128-142.
    5. Alinaghian, Leila & Razmdoost, Kamran, 2021. "How do social enterprises manage business relationships? A review of the literature and directions for future research," Journal of Business Research, Elsevier, vol. 136(C), pages 488-498.
    6. Tejaswi Patil & Zillur Rahman, 2023. "Mapping the Cause-Related Marketing (CRM) field: document co-citation and bibliographic coupling approach," International Review on Public and Nonprofit Marketing, Springer;International Association of Public and Non-Profit Marketing, vol. 20(2), pages 491-520, June.
    7. Maria José Sanzo-Pérez & Marta Rey-García & Luis Ignacio Álvarez-González, 2022. "Downward accountability to beneficiaries in social enterprises: do partnerships with nonprofits boost it without undermining accountability to other stakeholders?," Review of Managerial Science, Springer, vol. 16(5), pages 1533-1560, July.

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