New approaches to evaluating the performance of corporate–community partnerships: A case study from the minerals sector

Esteves, Ana Maria and Barclay, Mary-Anne (2011) New approaches to evaluating the performance of corporate–community partnerships: A case study from the minerals sector. Journal of Business Ethics, 103 2: 189-202. doi:10.1007/s10551-011-0860-7

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Author Esteves, Ana Maria
Barclay, Mary-Anne
Title New approaches to evaluating the performance of corporate–community partnerships: A case study from the minerals sector
Journal name Journal of Business Ethics   Check publisher's open access policy
ISSN 0167-4544
1573-0697
Publication date 2011-10-01
Sub-type Article (original research)
DOI 10.1007/s10551-011-0860-7
Open Access Status Not yet assessed
Volume 103
Issue 2
Start page 189
End page 202
Total pages 14
Place of publication Dordrecht, Germany
Publisher Springer Netherlands
Language eng
Abstract A continuing challenge for researchers and practitioners alike is the lack of data on the effectiveness of corporate-community investment programmes. The focus of this article is on the minerals industry, where companies currently face the challenge of matching corporate drivers for strategic partnership with community needs for programmes that contribute to local and regional sustainability. While many global mining companies advocate a strategic approach to partnerships, there is no evidence currently available that suggests companies are monitoring these partnerships to see if they do, in fact, represent 'strategic' investments. This article argues that applying the management concept of 'investment performance' to corporate-community partnerships requires questioning traditional evaluation methods that focus on the results of programmes or activities. We adopt a case study approach to introduce an evaluation framework that considers performance from both corporate and community perspectives and that conceptualises partnership performance as comprising four aspects: (1) the contribution of the partnership to the overall portfolio of a company's community investment programmes, (2) the appropriateness of the partnership model, (3) the effectiveness of the partnering relationship and (4) the ability of the partners to achieve programme goals. The application of this evaluation framework to an established corporate-community partnership programme provided some useful insights as to how partnership performance can be improved.
Keyword Cross-sectoral partnerships
Evaluation
Mining industry
Corporate social responsibility
Social licence
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Centre for Social Responsibility in Mining Publications
Official 2012 Collection
 
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Citation counts: TR Web of Science Citation Count  Cited 24 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 26 times in Scopus Article | Citations
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Created: Tue, 18 Oct 2011, 00:34:42 EST by Ms Mary Anne Barclay on behalf of Centre for Social Responsibility in Mining