1. NPO or NGO NGO –International relation literature –Stakeholder literature Campaigning / advocacy NPO –Management literature Service delivery (broadly defined)

2. Stakeholder dialogue partnership COMPANY NGO Changed behavior company Influence (other) stakeholders

3. New combination partnership COMPANY NGO NPO e.g green energy New market achieve goal

4. Resource exchange partnership COMPANY NPO HRM, PR, SM effects More resources to deliver services

5. The Link Between Competitative Advantage and Corporate Social Responsibility Michael E. Porter en Mark R. Kramer 2006 Porter en Kramer, 2006

6. Competitive context “A given social issue may cut differently for different companies, owing to differences in competitive positioning”. Porter en Kramer, 2006

7. Generic Social IssuesValue Chain Social Impacts Social Dimensions of Competitive Context Social issues that are not significantly affected by a company’s operations nor materially affect it’s long-term competitiveness Social issues that are significantly affected by a company’s activities in the ordinary course of business Social issues in the external environment that significantly affect the underlying drivers of a company’s competitiveness in the locations where it operates Porter en Kramer, 2006

8. Supporting a dance company Generic social issue for Southern California Edison (utility) Competitive context issue for American Express (dependant on entertainment, tourism) Carbon emissions Generic social issue for Bank of America (financial services) Negative value chain impact for UPS (transportation-based) Value chain impact en competitive context issue for Toyota (car manufacturer) Africa’s AIDS pandemic Generic social issue for Home Depot (US retailer) Value chain impact for GlaxoSmithKline (pharmaceutical company) Competitive context issue for Anglo American (mining company active in Africa) Porter en Kramer, 2006

9. Generic Social Impacts Value Chain Social Impacts Social Dimensions of Competitive Context Good citizenshipMitigate harm from value chain activities Strategic philanthropy that leverages capabilities to improve salient areas of competitive context Responsive CSR Transform valuechain activities to benefit society while reinforcing strategy Strategic CSR Corporate Involvement in Society: A Strategic Approach

10. Responsive CSR: GE adopts underachiving bad schools ($250.000- $1 mln per school, in 5 year). Strategic CSR: Microsoft invests in computers at community colleges ($50 mln in 5 year).

11. Integreren van praktijk en context “The most strategic CSR occurs when a company adds a social dimension to its value proposition, making social impact integral to the overall strategy”. No “corporate social responsibility”, but “corporate social integration”