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Social Alliances for Fundraising: How Spanish Nonprofits Are Hedging the Risks

Carmen Valor Martínez
Journal of Business Ethics
Vol. 47, No. 3 (Oct., 2003), pp. 209-222
Published by: Springer
Stable URL: http://www.jstor.org/stable/25075139
Page Count: 14
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Social Alliances for Fundraising: How Spanish Nonprofits Are Hedging the Risks
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Abstract

Social pressure on companies is leading to a growing concern about the corporate relationship with the community. On the other hand, the progressive reduction on governments' grants leads nonprofits to diversify their sources of revenue and to turn to companies for funds. However, there has been a change in this relationship. Their margin for cooperation is now broader, and the level of involvement is deeper. This results in the formation of alliances between them. Based on the literature and the results of a series of interviews with marketing managers at nonprofits and companies, this paper analyses the opportunities and risks associated to this type of partnerships, with a special emphasis in the nonprofits' needs and mission. Secondly, we describe how Spanish nonprofits are hedging the risks. Finally, guidelines and information sources are provided in order to reduce the uncertainty contingent to this type of alliances.

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