Building social capital through corporate social investment

Abstract

Purpose

Whereas previously the objectives of the corporation are seen by many as antithetical to the aims of the not‐for‐profit sector, we are now in fact seeing far greater interaction between the two. The purpose of this paper is to examine this trend and the motivation of both to form partnerships.

Design/methodology/approach

Reference is made to a range of literature as well as interviews with those immersed in this field and case study material involving large corporations.

Findings

What emerges is that typically if the not‐for‐profit sector has approached business for support it has been an appeal to altruism. This paper suggests that the not‐for‐profit world has undersold itself and has in fact the answer to many of the problems that business faces today, and that benefits to corporations who engage in corporate social investment (CSI) include enhanced ability to attract and retain high calibre staff, enhanced reputation and branding and marketing benefits.

Research limitations/implications

As this paper draws on qualitative research further quantitative research throughout the Asia Pacific region is suggested in order to measure return on investment from social investment programmes.

Practical implications

The paper suggests that this relationship is one that requires careful management to facilitate a successful engagement process and maximise outcomes for both parties.

Originality/value

The paper concludes that significant benefits accrue for corporations who engage in CSI and hence this has ramifications on how the nor‐for‐profit sector should approach potential corporate partners. An appeal to commercial motivations rather than to altruism or the moral imperative.

Citation

Cooke, D. (2010), "Building social capital through corporate social investment", Asia-Pacific Journal of Business Administration, Vol. 2 No. 1, pp. 71-87. https://doi.org/10.1108/17574321011028981