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Business–Community Partnerships: The Case for Community Organization Capacity Building

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Abstract

Globalization processes have resulted in greater complexity, interdependence and limited resources. Consequently, no one sector can effectively respond to today's business or wider challenges and opportunities. Non-government organizations and corporations are increasingly engaging each other in recognition that shareholder and societal value are intrinsically linked. For both sectors, these partnerships can create an enabling environment to address social issues and can generate social capital. Located in the Australian context, this paper explores the dimensions of community organization capacity building as an aspect of business-community organization partnerships. An Australian case study is used to demonstrate the benefits to business, community organizations and ultimately the communities in which the corporation is embedded and which are serviced by the community organization.

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Authors and Affiliations

  1. Faculty of Arts, Corp. Citizenship Research Unit, Deakin University, 221 Burwood Hwy, 3125 Burwood, Vic, Australia; E-mail:

    Jehan Loza

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  1. Jehan Loza
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Loza, J. Business–Community Partnerships: The Case for Community Organization Capacity Building. Journal of Business Ethics 53, 297–311 (2004). https://doi.org/10.1023/B:BUSI.0000039415.90007.56

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  • DOI: https://doi.org/10.1023/B:BUSI.0000039415.90007.56

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