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Alliances between Firms and Non-profits : A Multiple and Behavioural Agency Approach

Author

Listed:
  • Miguel Rivera-Santos

    (EM - EMLyon Business School)

  • Carlos Rufin
  • Ulrich Wassmer

Abstract

We analyse business-NGO (B2N) allia nces through the lenses of multiple agency and behavioural agency theories to identify the sources of agency problems and the most effective choice of mitigation mechanisms. We contend that three types of agency relationships constitute B2N alliances: the relationship between the firm's managers and B2N alliance employees; the relationship between the NGO's managers and the B2N alliance employees; and the novel ‘claimed principal-agent relationship' involving the external beneficiary, the NGO's mana gers and the alliance employees. We argue that B2N alliances' three types of agency problems stem from (1) the relative emphasis on public vs. private goods, both at the employee and at the partner levels, and (2) the level of the external beneficiary's voice. We then predict the mechanisms to mitigate these problems: hiring altruistic over self-interested individuals; narrowly spe cifying the employees' activities; emphasizing input-based and intrinsic incentive mechanisms; and investing significantly into non-intrusive monitoring mechanisms.

Suggested Citation

  • Miguel Rivera-Santos & Carlos Rufin & Ulrich Wassmer, 2017. "Alliances between Firms and Non-profits : A Multiple and Behavioural Agency Approach," Post-Print hal-02312082, HAL.
    • Handle: RePEc:hal:journl:hal-02312082
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    Cited by:

    1. Olivier Chatain & Elena Plaksenkova, 2019. "NGOs and the creation of value in supply chains," Strategic Management Journal, Wiley Blackwell, vol. 40(4), pages 604-630, April.
    2. Borah, Dhruba & Ellwood, Paul, 2022. "The micro-foundations of conflicts in joint university-industry laboratories," Technological Forecasting and Social Change, Elsevier, vol. 175(C).
    3. Dmitry Khanin & Ofir Turel & Chris Bart & William C. McDowell & Marianne Hock-Döpgen, 2021. "The possible pitfalls of boards’ engagement in the strategic management process," Review of Managerial Science, Springer, vol. 15(4), pages 1071-1093, May.

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