Business Partnering with Media-based NGOs to Foster Peace: Motivations,
Characteristics, and Outcomes
Faculty of Economics and Business
MSc. Business Administration
Track: International Management
Supervisor: Dr. Michelle Westermann-Behaylo
Second reader: Drs. Erik Dirksen
By:
Student: Ting Zhang
Student Number: 11089334
Statement of Originality
This document is written by student Ting Zhang who declares to take full responsibility
for the contents of this document.
I declare that the text and the work presented in this document is original and that no
sources other than those mentioned in the text and its references have been used in creating it.
The Faculty of Economics and Business is responsible solely for the supervision of
Acknowledgements
Many people have contributed to the production of this thesis. I would like to express
my sincere appreciation to all of them.
At first, I would like to take this opportunity to thank my supervisor Dr. Michelle
Westermann-Behaylofor her patient guidance, expertise and valuable feedbacks. She always
wears a warm and enthusiastic smile，which encouraged me through the whole process of
writing this thesis. Furthermore, I would like to express my gratitude to the ten respondents
who participated in my study. Without your kind support the data could not have been
collected. In addition, talking to all of you is a valuable process, which made me become
brave and open-minded. Last but not least, I would like to thank my family and friends for
their support and care during this whole year.
Ting Zhang
Abstract
According to Tulder (2012), most of the issues we have today are not possible to be
solved by individual stakeholders anymore, whereas multi-stakeholder cooperation between
non-governmental organizations (NGOs), corporations, citizens, and governments show great
influence on tackling societal issues. The project involves exploring how and why business
would partner with media-based NGOs to promote peace, and to what effect.This study uses
a qualitative multiple case study of six partnerships between business and media-based NGOs.
Data is mainly collected through semi-structured interviews. The key findings of this study
include: reasons why business partner with media-based NGOs to foster peace and outcomes
for business of partnerships are different from companies operating in peaceful area to
companies operating in conflict area; long-term cooperation and good communication are
important for building a successful partnership. This paper offers a theoretical framework for
illustrating the motivations for the two kinds of business, characteristics of successful
partnership, and outcomes for firms. Business managers are advised that partnering with
NGOs to foster peace is an effective way to undertake CSR and gain learning expertise. For
businesses operating in conflict areas, partnering with NGOs are also a useful way to build
reputation and to operate smoothly in the area.
Table of Contents
Acknowledgements ... 2
Abstract ... 3
Index of Tables and Figures ... 5
1. Introduction ... 6
2. Theoretical background ... 7
2.1 Media and Peace ... 7
2.2 Business and NGOs ... 9
2.2.1 Why will business partner with NGOs？ ... 10
2.2.2 How will business partner with NGOs? ... 11
2.2.3 Effects ... 12
2.3 Multi-stakeholder Initiatives ... 12
3. Research Methodology... 14
3.1 Qualitative multiple case study research design ... 14
3.1.1 Multiple-case Design and Cases Selection Criteria ... 15
3.1.2 Quality criteria ... 17 3.2 Data collection ... 18 3.2.1 Informal conversation ... 18 3.2.2 Interviews ... 19 3.2.3 Documentary information ... 20 3.3 Data analysis ... 20 4. Findings ... 22 4.1 Within-case study ... 22
4.1.1 Case 1: Partnership between Insights Benelux and War Child Holland ... 22
4.1.2 Case 2: Partnership between IKEA Foundation and War Child Holland ... 26
4.1.3 Case 3: Partnership between ASN Bank and War Child Holland ... 29
4.1.4 Case 4: Partnership between T-Mobile and War Child Holland ... 31
4.1.5 Case 5: Partnership between Acacia Mining and SFCG ... 34
4.1.6 Case 6: Partnership between Rio Tinto and SFCG ... 36
4.2 Cross-case study ... 40
4.2.1 Motivations ... 40
4.2.2 Characteristics of successful partnerships and media’s role for communication ... 42
4.2.3 Outcomes for business of the successful partnership ... 45
5. Discussion... 46
6. Conclusion ... 52
7. References: ... 54
Index of Tables and Figures
Figure 1: Multiple-case design p16
Table 1: Overview of the two NGOs and six companies p17
Table 3: Overview of respondents p19
Table 4: Coding scheme p21
Table 5: Analytical table case 1- partnership between Insights Benelux and War Child
Holland p25
Table 6: Analytical table case 2- partnership between IKEA Foundation and War Child
Holland p28
Table 7: Analytical table case 3- partnership between ASN Bank and War Child Holland p30
Table 8: Analytical table case 4- partnership between T-Mobile and War Child Holland p33
Table 9: Analytical table case 5- partnership between Acacia Mining and SFCG p35
Table 10: Analytical table case 6- partnership between Rio Tinto and SFCG p39
1. Introduction
Peace is commonly descripted as absence of bloodshed (Oetzl, Westermann-Behaylo,
Koerber, Fort, Rivera 2010). And it is under the spotlight through the ages. According to
Tulder (2012), most of the issues we have today are not possible to be solved by individual
stakeholders anymore, whereas multi-stakeholder cooperation NGOs, corporations, citizens,
and governments show great influence on tackling societal issues. Because of the shifts in
global business and society including a decrease in the power of the government, an increase
in the power of MNEs and NGOs, and increasing societal expectations of firms, business are
more likely to make contributions to peace with other stakeholders (McIntosh, 2001; Bakan,
2004; Chua, 2004; Korten, 1995; Matten and Crane, 2005). Also, for-profit business is more
likely to choose to collaborate with NGOs to achieve both intangible assets such as
knowledge, reputation, and brand, and tangible resources, such as human capital, production
capabilities and market access to each other in the value chain (Oetzel, Westermann-Behaylo,
Koerber, Ford, & Rivera, 2010,).
At the same time, it is believed that NGOs play an important positive role in promoting
sustainable peace. They use different approaches to achieve their goal including sport, music,
art and media. For example, Search for Common Ground uses their media tools including CG
productions, radio, news, blogs, prints, social media to build sustainable peace. According to
Joseph (2014), mass media could influence peace by shaping pubic opinions and then affect
However, no previous study has investigated the collaboration of business, NGOs and
media to foster peace. To fill this gap this thesis sheds more light on why and how business
would partner with media-based NGOs to promote peace. Furthermore, this thesis will also
focus on the effects of this partnership for the firms.
The thesis is structured as follows. The first part reviews the relevant literatures about
media and peace, business and NGOs, and multi-stakeholder initiatives. The second part
describes the research methodology. The third part shows the findings concluded by within
case study and cross case study. The forth part summarizes the theoretical framework and
propositions. This part also illustrates the implications for business managers. The final
section discusses the conclusion and provides the advice for future research.
2. Theoretical background
2.1 Media and Peace
Scholars have suggested that broader notions of peace include justice, participatory
government, racial, ethnic, and gender equality (Peck, 1998). However, the most basic and
common description is that peace is the absence of bloodshed (Oetzel, et al., 2010).
According to Choi and James (2007), the two functions of media, transferring information
and facilitating communication, may ameliorate conflict, crisis and war in world politics. To
promote peace, different kinds of approaches are used by different organizations. For
example, research has found that many NGOs are promoting peace through advocacy,
(Paffenholz, 2009). With regard to building social cohesion, besides international
organizations and national governments or non-governmental organizations, mass media also
play a growing role in social and political processes (Joseph, 2014). Joseph (2014) believes
that mass media could influence peace by shaping pubic opinions and then affect the
circumstance in which policy-making takes place. The growing influence of private media
liberalized state media and self-directed interactive media also play an increasingly important
role by affecting public attitude (Aginam, 2005). Media can choose stories, words, and
images to defuse tension and to promote negotiation (Fawcett, 2002).
But mass media do not always play a positive role in the peace-building progress. Media
can play a role in damping the flames of ethnic conflict and it can also play a role in fanning
those flames (Kalyango&Vultee (2012). There are some voices about the disastrous
consequences caused by the mass media. For example, in Ethiopia, the broadcast media were
used to spread fear and rumor by government to trigger political chaos (Fessehatzion, 2003).
The broadcast of Ethiopia was controlled by government and lost its fairness and freedom.
How could mass media play a positive role in peace building? Bratić (2006, p. 9) argued,
“...only the true integration of media and the results of peace-building strategies can
guarantee a significant move toward a peaceful society”. Based on the work of Fisher (1990),
Becker (2004, p. 9) listed several factors that are needed in successful media intervention to
alleviate conflicts:
(1) Intensive research into needs of target group prior to the project
sight of the needs of the target group
(3) Participation of the target group in the production of the program
(4) Interaction between project staff and target group
(5) Communication solely in the language of the target group
(6) Balanced combination of information and entertainment using mainly local program
material
(7) Intensification of all radio (media) work through personal, face-to-face
communication at the local level
(8) Well-trained employees
(9) Inclusion of local groups in the construction and the financial support of the radio
station’s (media house) infrastructure
(10) Cooperation with government offices
Although Media and conflict has been widely studied, less research has looked at the
role of media in conflict resolution and peace building even though it is urgent (Tully, 2014).
2.2 Business and NGOs
NGOs are more precisely defined as nonprofit, nongovernmental entities and have
flourished in the industrialized world for a long time (Tavis, 2008). To promote peace, NGOs
need resources like funding, human resources, technology and other kind of resources. So
many NGOs build partnerships with different parties in society like governments, local
communities, and business companies. In the meantime, the expectations of society for
business practices (Vogel, 2006). As a result, for-profit firms are more likely to choose to
partner with NGOs to meet expectations and to achieve potential mutual benefit (Oetzel, et
al., 2010). And this kind of partnership can generate social and economic value to society and
business (Oetzel, et al., 2010).
2.2.1 Why will business partner with NGOs？
According to Tavis (2008), the driving forces can be analyzed in several fields:
operations, outreach beyond the firm’s operating environment, and donation programs.
Institutional environments are different from country to country. According to
institution-based view of business strategy (Peng& Heath, 1996), business’s strategies
especially multinational enterprises’ strategies from different countries differ. NGOs are
usually knowledgeable about the local context (Kolk&Lenfant, 2013). So partnering with
local NGOs could beneficial for corporates’ policies of hiring and investing, avoiding
creating local tensions and conflicts (Tavis, 2008). Furthermore, Tavis (2008) also argues that
cooperating with NGOs enhances the local appreciation and employee pride, helping
corporations to get involved in the local community and to achieve reputational capital.
Institutional constraints are obvious when MNEs enter into developing countries. Firms
can generate innovative responses to unfamiliar environment through alliance between local
partners (Selsky& Parker, 2005). According to Oetzel, et al.(2010), partnering with NGOs to
help facilitate new modes of value creation is a way to smooth away difficulties. In the
capabilities and market access to each other (Oetzel, et al., 2010).
However, there are some opinions focusing on the cost-savings of partnering with NGOs.
Rondinelli and London (2003, p. 26) argues that “Alliance[s], in fact, may be the only option
for companies interested in accessing the knowledge held by (NGOs), since internal
development of such expertise may be too costly, inefficient and time-consuming for most
companies and merger with or acquisition of an (NGO) is highly unlikely.”
2.2.2 How will business partner with NGOs?
There may be different ways for companies to partner with NGOs. Fort and
Westermann-Behaylo (2008) categorize three kinds of corporate-NGO partnerships according
to three levels of corporate maturity: the Hard Trust, Real Trust, and Good Trust models.
Under the hard trust model, firms don’t care about social issues so that NGOs are coercive by
arranging consumer pickets, protests, and boycotts. Under the real trust model, corporates do
care but require some kind of incentives so that transactional approaches are used by NGOs,
creating new markets and new marketing techniques are included. Finally, under good trust
model, corporates and NGOs build inspiration and common commitment together to achieve
a true collaboration (Ford &Westermann-Behaylo, 2008).
Cooperation approaches also change with types of NGOs. MNEs working with service
delivery NGOs are more likely to build up formal partnerships involving funds than MNEs
working with research NGOs (Kolk&Lenfant, 2013). MNEs and NGOs with a focus on peace
are also more likely to interact through partnership (Kolk&Lenfant, 2013). To be specifically,
risks so that donations to local NGOs are the best option for MNEs (Tavis, 2008).
2.2.3 Effects
It is commonly believed that Business, NGOs and civil society could benefit from the
business-NGOs corporations. Besides the benefits to business mentioned in the 2.1.1 part
including management improvement and value creation, NGOs can also benefit from this
partnership. They could achieve intangible assets such as knowledge, technology support,
broader reputation, and tangible resources, such as human capital, financial support.
Researchers believe that collaborations between firms and other organizations have a direct
and indirect impact on the social conflicts (Oetzel, Getz, &Ladek, 2007). And there is a
significant relationship between economic development and the reduction of violent conflict
(Rogers &Ramsbotham, 1999; Stewart, 2002). Therefore, cooperation between business and
NGOs can foster peace and develop economy of society. However, Ashman (2001) argues
that collaboration between NGOs and business brings costs and challenges to civil society in
many cases. There are three primary costs associated with collaboration, the time and energy
invested in learning to relate to the partner, adapting organizations to meet demands of
collaboration, and reduced effectiveness resulting from the lack of influence in the
partnership (Ashman, 2001). The positive effects may not be significant unless NGOs are
strong partners and strategies are long-term (Ashman, 2001).
stakeholders anymore and then multi-stakeholder cooperation between NGOs, corporations,
citizens, and governments show great influence on tackling societal issues (Tulder, 2012).
There are no clear definitions of multi-stakeholder initiative. In recent years, the most notable
development has been the emergence of multi-stakeholders standards, in which different
kinds of groups work in (Fransen&Kolk, 2007). According to Boström (2006), there is a
benefit of ‘inclusiveness’ when standards are developed in multi-stakeholder settings with
involvement of various interest groups. The benefit of ‘inclusiveness’ means that all parties
relevant to a specific issue can increase authority of decision-making and establish good
governance (Boström, 2006). Another benefit of multi-stakeholder gatherings is that the
parties could learn expertise and knowledge from others (Zadek, 2001).
Involvement of Stakeholder can mean very different things (Fransen&Kolk, 2007).
Companies tend to treat different sorts of interactions as stakeholder dialogue, such as:
meeting with activists; receiving letters/phone calls from a stakeholder group on a policy;
talking to stakeholder representatives at a conference; asking occasional stakeholder advice;
creating a stakeholder advisory group that comments on standard proceedings and
governance (Kolk, 2005; KPMG, 2005). Because of the shifts in global business and society
including a decrease in the power of the government, an increase in the power of MNEs and
NGOs, and increasing societal expectations of firms, business are more likely to make
contributions to peace with other stakeholders (McIntosh, 2001; Bakan, 2004; Chua, 2004;
Korten, 1995; Matten& Crane, 2005). In nowadays, business companies partner with
form of partnership between business and media-based NGO.
This research to be done under this topic brings together the literature on media and
peace, business and NGOs, and multi-stakeholder initiatives. The central aim of this research
is to develop, and find qualitative evidence to support, a framework that helps both managers
and civil society stakeholders understand the reasons that business would partner with
media-based NGOs to promote peace, and the characteristics of successful partnerships.
Furthermore, this project explores the outcomes of this partnership for the firm. Thus, I
address the following questions: 1) Why and How would business partner with media-based
NGOs to foster peace? 2) What are the outcomes for business of this partnership?
3. Research Methodology
3.1 Qualitative multiple case study research design
This study focuses on exploring why business would partner with media-based NGOs to
foster peace and how business could build a successful partnership. Furthermore, this project
explores the outcomes of this partnership for the firms. According to Yin (2009), explanatory
case studies are a useful way to answer ‘how’ and ‘why’ questions. There are two different
ways to conduct such research: deductive approach and inductive approach (Saunders et al.,
2009). The inductive approach is used to generate a new theory emerging from the data
(Saunders et al., 2009). The central aim of this research is to develop, and find qualitative
important characteristics of successful partnership, and the outcomes of this partnership for
the firm. Thus this thesis uses an inductive case study method. Also to ensure the external
validity (Yin, 2009), the analysis will be done using a multiple case study research to find the
answers and build a generalizable theoretical framework. The primary unit of this analysis
was the partnership between companies and NGOs.
3.1.1 Multiple-case Design and Cases Selection Criteria
This study looks at six partnerships between six companies and two NGOs so that this is
a multiple case study. In multiple-case study, the selection of cases should follow a
“replication” design. This means that each case either a) predict similar results (a literal
replication) or b) predicts contrasting results but for anticipatable reasons (a theoretical
replication) (Yin, 2013). The six cases (partnerships) are different in time duration, goals, and
contributions from companies. These differences will mostly have effects on reasons and
outcomes for the companies in the partnerships. So this thesis uses a theoretical replication.
Moreover, this thesis is a parallel multiple-case study because the six cases are being studied
currently (Thomas & Myer, 2015). For choosing the cases, this research used snowball
sampling. According to Morgan(2008), snowball sampling uses a small pool of initial
informants to nominate, through their social networks, other participants who meet the
eligibility criteria and could potentially contribute to a specific study. I focused on the two
NGOs at first. The selection criteria of the NGOs are included: the main theme of the NGOs
is fostering peace, they have partnerships with companies and they use media as a main
partnerships) in each of these two NGOs were asked to select business partners who they
believe are important to their organization. Finally six partnerships are selecte
cases (see figure 1). This selection process makes the analysis easier and clearer.
Figure 1: Multiple-case design
To have a better understanding of the six cases, Table 1 provides overviews of the eight
organizations (two NGOs and six comp
partnerships) in each of these two NGOs were asked to select business partners who they
believe are important to their organization. Finally six partnerships are selecte
cases (see figure 1). This selection process makes the analysis easier and clearer.
To have a better understanding of the six cases, Table 1 provides overviews of the eight
(two NGOs and six companies) involved in the six cases (partnerships).
partnerships) in each of these two NGOs were asked to select business partners who they
believe are important to their organization. Finally six partnerships are selected as the six
cases (see figure 1). This selection process makes the analysis easier and clearer.
To have a better understanding of the six cases, Table 1 provides overviews of the eight
Table 1: Overview of the two NGOs and six companies Organization: Description:
War Child Holland War Child Holland is an NGO founded in the Netherlands. War Child’s aim is helping the psychosocial needs of children in war and/or conflict situations. Media is one of their main approaches to stimulate personal development of children.
Insights Benelux Insights Benelux is a consulting company in Netherlands that helps managers, teams and organizations to unlock the full potential.
IKEA Foundation IKEA Foundation is founded by the home furnishing company IKEA. The IKEA Foundation aims to create opportunities for children and families living in the world’s poorest communities by building long-term relationships with partners.
ASN Bank ASN Bank is a bank in the Netherlands. The bank provides service like saving, investing and paying.
T-Mobile T-Mobile is a German holding company. The company provides mobile-communications services.
Search for Common Ground (SFCG)
SFCG is a NGO building sustainable peace through three main avenues: Dialogue, Media, and Community.They work in 35 countries, mostly in Africa. Their business partners are mostly oil and mining companies. Acacia Mining Acacia Mining is a gold mining business operating in Tanzania for over a
decade.
Rio Tinto Rio Tinto is a global mining and metals company. Madagascar is one of the countries where they operates in.
3.1.2 Quality criteria
There are four quality criteria to test the quality of the multi-case study: construct
validity, external validity, internal validity, and reliability (Gibbert, Ruigrok, &Wicki, 2008).
To ensure construct validity, multiple sources of evidence should be used (Patton, 2001).
Before the interviews, two informal conversations were conducted with two interviewees
from two companies, which are business partners of War Child, aiming to enrich the
researcher’s knowledge of the partnerships. Besides the interviews, additional materials about
websites of the organizations, and information on social media platforms of the organizations.
This further information enriches the understanding.
According to Yin (2013), using replication logic in multiple-case study is helpful to
ensure internal validity. This thesis uses theoretical replication logic. Also cross-case study
may useful to build a good basis for analytical generalization (Gibbert, Ruigrok, &Wicki,
2008). Multiple cases are selected to do the analysis and cross-case study was used after
within-case study.
Specific tactics for achieving internal validity are difficult to identify when doing case
study research (Yin, 2013). Yin (2013) also suggests that checking data from different aspects
to find similarities and differences between cases can enhance internal validity. This thesis
uses within-case study and cross-case study to ensure the internal validity.
The level of transparency can determine the reliability (Gibbert, Ruigrok, &Wicki,
2008). So interviews were recorded and transcribed with permission (except for the interview
with manager of IKEA Foundation). Moreover, according to Yin (2013), using case study
protocol and developing case study database are helpful for keep reliability. Consistent
interview guideline was designed. Also the information of the cases was organized as a
database.
3.2 Data collection
3.2.1 Informal conversation
familiarize the researcher with the interview process and to enrich her knowledge of
partnerships between companies and NGOs. The two conversations were conducted with two
project managers from two companies, which are business partners of War Child Holland.
Every conversation lasted twenty minutes. These two conversations added experiences for the
formal interviews.
3.2.2 Interviews
I collected the main data by using semi-structured interviews with project managers,
head of programs, consultant, and spokesman of the firms and NGOs. The interviewees are
directly responsible for the partnerships or the projects (see table 3). From April 2016 to May
2016, the interviews were conducted mostly at the respondents’ office, through Skype, and on
the telephone. Each interview lasted around 50 minutes on average. Interviews were recorded
with permission and transcribed. The interviewee from IKEA Foundation declined to be
recorded, so the notes were handwritten and typed.
Table 3: Overview of respondents
Case: Job title of respondent:
Partnership between Insights Benelux and War Child Holland
Learning & Development Consultant of Insights Benelux Business partnerships of War Child Holland Innovator booster & Coordinator Social Media of War Child Holland Partnership between IKEA Foundation and
War Child Holland
Program Manager of IKEA Foundation
Partnership between ASN Bank and War Child Holland
Coordinator Partnerships of ASN Bank
Partnership between T-Mobile and War Child Holland
Spokesman of War Child Holland
Partnership between Acacia Mining and SFCG
European Affairs and Partnerships Manager Partnership between Rio Tinto and SFCG Head of programs in Madagascar
Each interview consists of three main parts according to the research questions. The first
part focuses on main reasons why business would partner with NGOs to foster peace. The
second sector focused on the important characteristics of the successful partnerships. The
final part is designed to figure out the effects of the partnership for the business. According to
Leech (2002), starting with asking some facts is a good start to make interviewees feel at ease.
So warm-up questions were asked before the formal questions. (The questions seen in
appendix 8.1 are the essential questions of the NGO interview set. The questions seen in
appendix 8.2 are the essential questions of the company set.）
3.2.3 Documentary information
To ensure the contrast validity (Yin, 2009), I collected diverse materials of the
partnerships from the Internet. Especially in the last three cases, T-Mobile and the two mining
companies are difficult to contact so that the interviewees in these cases were all from NGOs
(the interviewees are directly responsible for the partnerships and projects). The related
reports, news and information were either found on the website of the company or given by
the interviewees.
3.3 Data analysis
The interviews were recorded (with permission) and transcribed. Once the transcriptions
were completed, the interview data is examined by using the software Nvivo and through a
three categories according to the research questions to develop the coding scheme (see Table
4).
Table 4: Coding Scheme
Analytical dimension Code Sub code
Motivations CSR Make world better Contribute to society. To be ethical
Common values Similarity Similar purpose Lack of expertise
Build reputation Customer say good Good image
Media’s role Social media Radio
Dangerous exposure Real name Location Sensitive issue Characteristic Good communication Open to discuss
Transparency Hold meetings
Easy to make appointments High degree of involvement Not only give money
Have project together Make it vary practical Long-time support Three years
Multiple/several years Another contract Outcomes for business Employee feel proud
Learn experience
Build reputation Start to trust Positive image Operate their work smoothly Move freely
Within-case study and cross-case study are used to increase internal validity (Yin, 2009).
At first, the main reasons why business partner with NGOs to foster peace, important
characters of successful partnership, and outcomes of the partnership for business of each
discuss the similarities and differences in this three research dimensions across the four cases.
4. Findings
This chapter consists of two parts. The first part discusses each of the six cases
(partnerships) separately using within case study. A table is given to illustrate the findings
using representative quotes in each within-case study. The second part discusses the
similarities and differences across the six partnerships using cross case study to provide the
findings that may generate a framework and propositions.
4.1 Within case study
4.1.1 Case 1: Partnership between Insights Benelux and War Child Holland
Insights Benelux is a business partner of War Child Holland from 2015 by giving
structured financial support each month. They not only provide finical support but also held
project “Kili-Challenge” together with War Child Holland. Six employees of Insights
Benelux went to Tanzania to climb Mount Kilimanjaro in February 2016. This project raised
€58.745,95 for War Child Holland.
What becomes apparent from looking at the interview conducted with the consultant of
Insights Benelux is that Corporate Social Responsibility (CSR) and having common values
seem to be the motivations. The consultant of Insights Benelux stated: “we are starting up
the corporate social responsibility. This is the main reason why that we choose to partner with them”. For companies, expectations from society are changing. Consumers, regulators,
and NGOs are demanding ethical business practices (Vogel, 2006). This kind of expectation
from society makes CSR become important for business. The consultant of Insights Benelux
added: “we have to work on contributing to CSR”. So contributing to CSR is a reason why
they need NGO partners to handle social problems. Another motivation mentioned by the
respondents is having common values. The consultant of Insights Benelux stated: “We are
looking for common ground based on the value. So it is a quick match that we choose War Child”. War Child Holland pays particular attention to children in war and they use several
tools like media and music to teach children skills and boost their creativity. These two
organizations have common value on how to help children in the war.
Respondents in this case considered this partnership as a successful partnership. They
mentioned the characteristics: long-term support, high involvement of business partners and
good communication. The Business Partnerships from War Child pointed out: “We always
want to have a long-term partnership”. The Consultant of Insights Benelux also believes that “I think it's nearly impossible to just support them one year. You need time to understand each other”. Nevertheless, the companies are cautious to keep a long-term partnership.
Evaluation is required for building a long-term partnership. The consultant said: “We make
choice for three years and then have look so that we can evaluate and maybe I mean we don't drop them but maybe we are going to focus on another NGO and will keep of course supporting the other one but in a more modest way.” Besides the long time duration, the
respondents also mentioned the importance of high involvement of the company. Insights
projects is more helpful. The consultant argued: “we do not just financially support them. We
want to make it very practical.” The business partnerships of War Child Holland spoke
highly of the high involvement of Insights Benelux in the project Kili-Challenge. And she
thought this partnership with Insights Benelux was very successful because of the company’s
active support. She explained: “We work together with traumatic children and also exchange
the useful information and experience. It's nice”. According to the consultant of Insights
Benelux, good communication also seems to be important in building a successful
partnership. The consultant emphasized: “The communication is extremely important”. The
business partnership from War Child Holland also argued: “I like the partners have time for
me. And they ask what they should do and how to get together to share our idea”. Insights
Benelux and War Child Holland held meetings together to communicate with each other.
They also participated in the Thank You Lunch together to exchange feedbacks.
This partnership makes staff from Insights Benelux feel proud. The consultant stated: “It
is also about people working here. The partnership makes us feel proud”. Moreover, this
project seems to improve the Employee Engagement. Only six employees climbed the
mountain, but more people are working behind them and put more effort on their business
affairs than usual. The consultant explained: “It is advantageous to improve the employee
engagement. More people are engaged. We have to balance our work and the project so everyone is engaged in.” Besides the staff part, the company can also learn experience and
expertise about project management and teamwork. She added: “We learn from the project
Table 5: Analytical table case 1- partnership between Insights Benelux and War Child Holland
Analytical dimension Description Representative quote(For further quotes, see appendix 8.3)
Motivations CSR and having common values seem to be the main motivations why Insights Benelux partners with War Child Holland to help children.
- “If we talk about corporate social responsibility, what I feel is that it is vary
important for us. We want to contribute to this planet also”(Consultant of
Insights Benelux).
- “We are looking for common ground based on the value… We work on helping
people discover their personal strength and we focus on the potential. So it is a quick match that we choose War Child” (Consultant of Insights Benelux).
Media’s role in the partnership
Social media is a way for Insights Benelux to get more knowledge of NGOs.
Social media boosts their willingness to partner with and support War Child Holland.
- “One of my colleagues saw a video of the Kili-Challenge of the former year on
YouTube... so this is how we start it… Social media is more and more important to let us know more about the NGOs” (Consultant of Insights Benelux).
- “Social media like LinkedIn is working great for me… it is useful to attract
potential partners” (Business partnerships of War Child Holland).
Characteristics Long-termcooperation, high involvement of business partners (taking part in specific projects), and good communication are characteristics of this partnership.
- “We try to make big steps to do projects” (Consultant of Insights Benelux).
- “You have to make sure that you engage all the stuff and that's well that's not too
easy because it need a lot of communication” (Consultant of Insights Benelux).
Outcomes for business The partnership makes employees from Insights Benelux feel proud and improves the employee engagement. The partnership helps the company to learn experience and expertise about project management and team building.
- “The feeling of pride which is vary important and this impact is big and we know
how many children can be helped by the amount of money we raised… Every employee does what he or she can and it doesn't have to be a very big but that everyone is engaged in that is important… It is also about team building… So it is important to find efficient ways to keep the balance. That's a challenge but as a company you learn from it.” (Consultant of Insights Benelux).
4.1.2 Case 2: Partnership between IKEA Foundation and War Child Holland
IKEA Foundation has been one of the main sponsors of War Child Holland since 2013.
They support War Child's creative approach by giving structured money each year, helping
children and young people in South Sudan to step out of the poverty and violence. In addition,
IKEA Foundation supports innovative programs “Cannot Wait to Learn” where children can
use tablet computers to learn in school.
The respondents gave reason to believe that CSR, having common values and lack of
expertise are the main motivations why IKEA Foundation chooses to partner with War Child
Holland. The manager of IKEA foundation argued: “Absolutely we have social responsibility
to make world better”. This responsibility makes them want to help the poor children in the
conflict area. Besides this one, the manager of IKEA Foundation mainly talked about the
shared value. She stated: “their values are very similar to the values and ideas of IKEA. We
have a number of common values: simplicity, a driver for innovation and willpower”. IKEA
foundation agrees with War child Holland about how to help children in the war. So they
choose to support innovative programs in South Sudan. Furthermore, lacking expertise and
experience is also a motivation that they choose to partner with War Child Holland. IKEA
Foundation is concerned about the children in displacement driven by conflict. But they are
not able to help the children by themselves. The Manager of IKEA Foundation explained:
“we are not possible to do it by ourselves. We don't have the expertise”. War Child Holland is
All respondents considered this partnership as a successful one. Long-term support,
good communication and making the NGO partners more efficient seem important for this
successful partnership. According to the manager of IKEA Foundation “We have multiple
projects with multiple partners for multiple years and we don’t do one-year programs because we think that we have to know each other”. Long-term partnership is necessary in
order to better understand each other. The respondents also gave reason to believe that good
communication was important. One evidence is indicated by the manager of IKEA
Foundation: “they actually ask people what they want instead of coming with a totally
ready-made answer and I think it is very open also to discuss with us.” Furthermore,
according to the manager “we make them to have a more efficient job so we considerate a
successful partnership”. She believed that learning knowledge from each other, especially
making NGO partner to work efficiently, is a good characteristic.
This partnership makes IKEA’s employees feel proud to be a member of the company.
The consultant stated: “if you would go ask IKEA employees what they think of IKEA
foundation. Most of them will take much pride in that”. What’s more, this partnership also
gives them experience and expertise about making strategies. She said: “We learn how to
improve our strategy.” Because of lacking experience, they choose to partner with NGOs like
Table 6: Analytical Table Case 2- Partnership between IKEA Foundation and War Child Holland
Analytical dimension Description Representative quote (For further quotes, see appendix 8.4)
Motivations CSR, having common values and lacking of expertise seem to be the motivations why IKEA Foundation partners with War Child Holland to help children.
- “ Those values allow us to partner with them… we are a small team… they did a lot
of research and testing. They are familiar in the places where they work. That’s why we choose them” (Manager of IKEA Foundation).
- “We also believe that people work together is easier to handle the social problems.
We have more idea, more experience” (Innovation Booster of War Child Holland).
Media’s role in the partnership
Social media seems a way for IKEA Foundation to know about War Child Holland. But not the main way.
- “We look at the website and their social media but I think most of the information
comes from talking to people that work at the NGOs” (Manager of IKEA
Foundation). Characteristics Long-term support from business,
making the NGO partner to be more efficient and good communication with each other are good characters of a successful partnership.
- “Now we send another contract and it is a four-year project. We think that we have to
know each other little bit and grow in partnership… we make them to have a more efficient job so we considerate a successful partnership… I think it is very open. They also discuss with us.” (Manager of IKEA Foundation).
Outcomes for business The partnership with War Child Holland makes most employees from IKEA feel proud to be a member of the company.
The partnership helps the IKEA Foundation to learn experience and expertise of conducting strategies.
- “It is very helpful to partner with War Child. Most of them will take much pride in that. They are working for a company that does these things… We learn how to improve our strategy” (Manager of IKEA Foundation).
4.1.3 Case 3: Partnership between ASN Bank and War Child Holland
ASN Bank is one of the main sponsors of War Child from 2015. The company supports
the project of War Child in eastern Congo by giving financial support each year. The project
aims to help children and young people in conflict area to get education, to learn knowledge
and to get job opportunities in creative ways like theater, music, and media.
What becomes clear from looking at the interview conducted with the Learning &
Development Consultant of Insights Benelux is that CSR and having common purpose seem
to be motivations why the company partner with War Child Holland to help children. The
Coordinator of ASN Bank stated: “Corporate social responsibility is our main reason of
course”. Besides the CSR, having the same purpose is also the motivation. She explained: “we have five themes and one is against weapons. We have the similar purpose of the War Child.”
Respondents in this case considered this partnership as a successful partnership. The
respondents in this case mentioned both long-term cooperation and communication to build a
successful partnership. According to the Coordinator of ASN bank, long-term partnership is
important in order to understand each other. She stated: “It is important to do so for several
years because you have to learn each other together”. Also she is very satisfied with the
communication part. She explained: “They (War Child Holland) are transparent and they
give us a lot of information about the project”. War Child is willing to talk to the company
Table 7: Analytical Table Case 3- Partnership between ASN Bank and War Child Holland
Analytical dimension Description Representative quote (For further quotes, see appendix 8.5)
Motivations CSR and having shared value seem to be the motivations why ASN Bank partners with War Child Holland to help children.
- “We find it is vary important that we contribute to the
sustainability and the world and society… Because they have same missions with ASN Bank” (Coordinator
Partnerships of ASN Bank). Media’s role in the
partnership
Media is a way for the company to get information about NGOs but not the major way.
- “Media is a way for us to get information but not major way
for us. It can help to inform us about the partnership, giving information” (Coordinator Partnerships of ASN Bank).
Characteristics Long-term support from business and good communication are good characters of a successful partnership.
- “If you have a lot of time them you can know how to work
together… It is very easy to make an appointment with them, to communicate… They are transparent and they give us a lot of information about the project”(Coordinator
Partnerships of ASN Bank). Outcomes for business The partnership helps the company to learn experience about
communication and undertaking CSR.
The partnership with War Child Holland makes employees feel proud to be a part of the company.
The partnership is helpful for building a good reputation of the company.
- “We learn about how to undertake the responsibility and
how to communicate efficiently… This good thing makes me make us feel proud… customers are happy to be our clients…” (Coordinator Partnerships of ASN Bank).
In this case, ASN Bank learns experience about communication and undertaking CSR.
The coordinator said: “we learn about how to undertake the responsibility and how to
communicate efficiently”. Also, According to her “The good things make us feel proud about our missions and our themes”. The partnership with NGOs to foster peace makes their
employees feel proud of the company. Furthermore, this partnership is also helpful for
building a good reputation of the company among customers. She stated: “When the clients
know more about our projects our investment policies then they will also feel good about our bank”.
4.1.4 Case 4: Partnership between T-Mobile and War Child Holland
T-Mobile has been one of the main sponsors of War Children Holland for over ten years
by giving structured money each year. T-Mobile supports projects in Sri Lanka to help
children to deal with their traumatic experiences. In addition, T-Mobile makes the children in
different countries communicate with others through sharing knowledge of new media. More
than 400 employees of T-Mobile also took part in the TV show "Friends of Children of War".
What becomes clear from looking at the interview conducted with the Spokesman of
War Child Holland is that CSR seems to be the main motivations why the company partner
with War Child Holland to help children. The spokesman stated: “They want to be ethical.
And of course because their CSR”. T-Mobile introduces this partnership on their website and
stated the motivation as “we do social sponsorship because we are committed to make society
and world become better and more beautiful”. T-Mobile believes that they have
undertake their CSR.
Respondents in this case considered this partnership as a successful partnership. They
mentioned the good characteristics: long-term support, high involvement of business partners.
T-Mobile kept this partnership for over ten years. The Spokesman of War Child spoke highly
of this long-term support: “our partnerships is over ten years and our colleagues are very
happy with this partnership”. The High involvement of T-Mobile means that they not only
provide finical support but also provide product support. The spokesman added: “T-Mobile
has done a lot of good things for us. They give us a lot of money, not only money but also telephone”. Furthermore, T-Mobile is enthusiastic to know details about the projects and they
take part in specific projects. The Innovator booster of War Child Holland explained: “They
know our work, and willing to take part in, not just give money. That is more helpful”.
This partnership makes employees from T-Mobile feel proud. The spokesman stated:
“Their staffs feel happy and proud to take part in the projects”. Besides this outcome, the
company also learnt knowledge from this partnership. This is a process of learning and
meriting from each other. The Innovator booster of War Child Holland stated: “They learn
Table 8: Analytical Table Case 4- Partnership betweenT-Mobile and War Child Holland
Analytical dimension Description Representative quote (For further quotes, see appendix 8.6)
Motivations CSR seems to be the motivation why the company partner with War Child Holland to help children.
- As a communication company, we have responsibilities to educate more people in society
to enjoy mobile communications… (Website of T-Mobile).
Media’s role in the partnership
Media especially social media is useful to find business partners and communicate with business partners.
Radio is very useful for disseminating information in most conflict areas they work in.
- “We can communicate through social media and they can see what we are doing through
social media” (Innovator booster of War Child Holland).
- “Social media is very important for us to find business partners. We can know the network
of people.” (Innovator booster of War Child Holland).
- “What’s the most influential media over there is radio just for people to talk to each other
on the street… That’s how the news works… Most of the countries we work in. The biggest media is still radio I think.” (Spokesman of War Child).
Characteristics Long-term support from the company and high involvement of the company arecharacteristics of this partnership.
- “Our partnerships is over ten years and our colleagues are very happy with this
partnership… some partners would say: we would like to take part in your projects. Can we sponsor that one? It is about doing by heart” (Spokesman of War Child Holland).
Outcomes for business Making employees feel proud and achieving knowledge are good outcomes for the company.
- “Their staffs feel happy and proud to take part in the projects” (Spokesman of War Child
Holland).
- “We learn a lot from each other, the experience, knowledge”(Innovator booster of War
4.1.5 Case 5: Partnership between Acacia Mining and SFCG
In 2011, Acacia established a partnership with SFCG. This partnership is not mainly
about funding support. This partnership is intended to strengthen trust and to improve
collaboration through media and meetings between Acacia operations and local communities
in the context of conflict management, particularly at North Mara in Tanzania. SFCG acts as
convener, they bring people (people from Acacia Mining and local community) together
around a table, working together on disputed issues.
The respondents gave reason to believe that CSR, building reputation to mitigate
conflict escalation and making their mine site operate smoothly are the motivations why
IKEA Foundation chooses to partner with War Child Holland. For the companies in the
conflict areas, they are obviously confronting the pressure from society asking them to
undertake their social responsibility. The European Affairs and Partnerships Manager stated:
“This is a movement that companies to build CSR”. The manager added: “it is very important for them to work with us built on a reputation”. Acacia Mining donated a lot of
money to local infrastructure construction. But indigenous community had little knowledge
of the contributions from the company because lack of communication. Thus, the company
wants to let more local people understand their contribution and build a positive reputation
through this partnership. Because of the misunderstanding of local community, there was a
tense relationship between Acacia Mining and SFCG, which was a threat to their operations.
Table 9: Analytical Table Case 5- Partnership betweenAcacia Mining and Search for common Ground (SFCG)
Analytical dimension Description Representative quote (For further quotes, see appendix 8.7)
Motivations CSR, building reputation, Mitigating conflict escalation to make their mine site operates smoothly are the motivations why they choose to partner with SFCG.
- “So it is also about corporate social responsibilities” (European Affairs and
Partnerships Manager).
- The ultimate objective of our partnership is to find culturally appropriate ways to
constructively deal with conflicts in order to mitigate conflict escalation. (Website of Acacia Mining (Website of Acacia Mining).
Media’s role in the partnership
Radio is very useful to disseminate information in conflict area. Extremely sensitive and personal information needs to be protected when use media.
- “So radio is still for us you know the number one for creating a bigger outreach of
messages” (European Affairs and Partnerships Manager).
- “When we are working in an extremely sensitive issue so we do not work so much
with media… we do not take their stories of these people unless they give us permission. A lot of times, we also change the names to protect people.”
(European Affairs and Partnerships Manager). Characteristics It is important that companies operate
their work following the legal framework they have signed. Good communication and long-term cooperation are the also the characteristics of this partnership.
- “So we make sure that that the companies, the governments, wherever we are
convening are also guiding by those principles… Enough time is important. We cannot afford to have a short-term one-year partnership...So it is important to be very patient to communicate” (European Affairs and Partnerships Manager).
Outcomes for business The partnership helps to build reputation for the company among the local community, allowing them to operate smoothly in their mining sites. The companies also learn experience of communicating with local people through trainings.
- The relationship with Acacia improved. Acacia also move freely in the
communities now. People used to say the water that Acacia provided was poisoned. Today people respect that water, and they know which day to come with their buckets. This is a very big change. Now people see the positive impact of the mine (Search For Common Ground Tanzania December 2015: Monthly report).
- “The trainings help them to understand each other and learn to communicate with
The respondent considered this partnership as a successful one. According to the
manager: “It is good that they operate their work following the legal framework they have
signed ”. In this partnership, Acacia Mining reaches a consensus with SFCG that they operate
mining extraction at North Mara in Tanzania following the legal framework they have signed.
Good communication and long-term cooperation are valuable characteristics as well, because
they are very important to building trust in the firm, SFCG, and local community. The
manager said: “It's very important that we are helping build trust through good
communication… it takes lots of years for the trust building”. For communication, radio is
mentioned as a key way to communicate with local people. The manager explained: “Radio
is still the most prevalent form in the country we are working”.
The partnership helps Acacia Mining to build a positive reputation in the local
community, allowing them to operate smoothly in their mining sites. The manager stated:
“We build trust for the company in North Mara”. From the trust, the employees from the
company can move and work freely and safely. The companies also learn experience of
communicating with local people through trainings. The manager added: “also the trainings
help them to understand each other and learn to communicate with local people, local community”
4.1.6 Case 6: Partnership between Rio Tinto and SFCG
In this partnership, Rio Tinto and SFCG started a communication campaign from 2015,
Community Relations accepted trainings and workshops with the people involved in these
delicate negotiations over the exploitation of natural resources, conflict resolution, and
constructive communication, learning negotiation techniques to address the fair
representation of interests.
What becomes apparent from looking at the interview conducted with Head of programs
in Madagascar of SFCG is that Building reputation in the local community and mitigating
conflict to operate their mine sites smoothly seem to be the motivations why the company
partner with SFCG. When Rio Tinto entered Madagascar, they faced with conflicts because
of the misunderstanding of the local community. Indigenous people didn’t realize the positive
impacts of the mine. Rio Tinto was eager to rebuild their company image. The head of the
program stated: “Rio Tinto came to our office and asked us if we can help them to deal with
the conflicts they are facing…they want to change their image”. At first, local people treat
them as enemies so that the employees couldn’t get out of the mining sites. Also, there were a
lot of thefts and destructions happened in the mining sites. To operate safely and smoothly,
Rio Tinto built the partnership with SFCG. As the head of program believed: “The main
reason is that they want to make their work more easily and safely”.
The respondent in this case considered this partnership as a successful partnership. He
mentioned the good characteristics: good communication and long-term cooperation. The
head of Program emphasized：“Good communications and fair communications with local
people are very important.” To build trust and understanding, different kinds of
local community, and SFCG. For communication, radio seems a key way to communicate
with local people. And social media seems a way for SFCG and business partners to
communicate. The respondents explained: “Radio can be used in every part of the country…
But it (social media) was only used to spread information between us and company partners”.
In addition, according to the respondents “One year is too short to do the engagement. The
engagement is a very broad area, so we have to go step by step with the community”.
Long-term cooperation is necessary to build a good communication with local residents.
The partnership helps Rio Tinto to build a positive reputation among the local
community, allowing them to operate smoothly in their mining sites. The head of the program
introduced: “It really helps the company to build a positive fame in the area. In the area, the
company can conduct their mining work safely now”. Furthermore, the training helps the
company to learn experience to communicate with local people. He added: “people in the
Table 10: Analytical Table Case 6- Partnership betweenRio Tinto and Search for common Ground (SFCG)
Analytical Dimension Description Representative quote (For further quotes, see appendix 8.8)
Motivation Building reputation and operating the mine sites smoothly are the motivations why they choose to partner with SFCG.
- “They are beginning the project in two parts of Madagascar. They want to expand
the project.” (Head of programs in Madagascar of SFCG).
Media’s role in the partnership
Radio is very useful to disseminate information in the area they work in. Social media is used to communicate within the organization and with the business partners.
- “We have radio; the radio is the most useful one” (Head of programs in
Madagascar of SFCG)… We have social media like Facebook, twitter, YouTube to
communicate with company.” (Head of programs in Madagascar of SFCG).
Characteristics Good communication and long-term cooperation are important in this partnership.
- “So now we are running a project with Rio Tinto that building a communication
mechanism. This mechanism involved all the parties in this area including the local community, the association, and NGOs… I think three years is a long time. And after these three years, we will possibly to have another contract.” (Head of
programs in Madagascar of SFCG). Outcomes for business The partnership helps to build
reputation for the company among the local community, allowing them to operate smoothly in their mining sites. The training helped the company learn experience to communicate with local people.
- Public demonstrations and roadblocks have stopped; the complaints of occupants
and answers followed a more formal procedure (Summary Response SFCG
Mada-Rio Tinto).
- “This training helped the company learn experience.” (Head of programs in
4.2 Cross-case study
This section presents the cross-case analysis, discussing the similarities and differences
across the six cases (partnerships). The cross-case study is conducted along the line of the
analytical dimensions.
4.2.1 Motivations
The previous within case study shows that CSR is described as a reason why business
would partner with media based NGOs to foster peace in six cases. For companies, the
expectations from society are changing. Consumers, regulators, and NGOs are demanding
ethical business practices (Vogel, 2006). According to the Business Partnership of War Child
Holland “companies need to do good things for society because if they don't do that then
people would not like you. So CSR are very important”. Especially for the companies
operating in the conflict area, they are obviously confronting the pressure from society. For
example, in the Acacia Mining case, the Manager from SFCG explained: “Because the great
work that the human rights organizations have done really bring this kind of work in this kind of unjustified nations that the companies in this area have no other choices but to work to responds them”. Most companies operating in peaceful contexts even have already noticed
the importance of CSR. The consultant of Insights Benelux said: “we have to work on
contributing to corporate social responsibility. Every company has to do that.” Partnering
