Corporate Community Relations: The Principle of the Neighbor of Choice


We aim to identify the implications of corporate citizenship in general, and of collaboration between public and private actors in particular, for the development of cities.

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We analyse the changing behaviour of proactive firms in the field of community involvement, the spatial dimension of corporate citizenship, the added value of cross-sector partnerships, and the barriers to partnerships. We conclude that the trend of corporate community involvement provides new opportunities for the development of partnerships between proactive corporate citizens, city government, and other public or private organisations.

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However, the results suggest that the actual number of such partnerships is lower than expected. This lack of partnerships can be explained by looking at the internal organisation of companies and their potential partners, and the barriers in the coalition-forming process itself.

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Environment and Planning C: Vol 22, Issue 4, pp. Download Citation If you have the appropriate software installed, you can download article citation data to the citation manager of your choice. Via Email All fields are required. Send me a copy Cancel.

Corporate Community Relations: The Principle of the Neighbor of Choice

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Subscribe to this journal. Instead, he shows that changes in society mandate that companies must develop strategies and programs that foster a reputation of trust in local communities in order that they preserve their license to operate.

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Burke describes strategies and programs of action that enable companies to develop trust and thus maintain their license to operate. He also describes ways to use philanthropy and volunteer programs to achieve a competitive advantage.

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The public environment in which companies operate has changed significantly since the s. Communities, in response to elected officials and community groups, are demanding that companies observe new norms of behavior. They expect companies to respect the environment, respond to the concerns of the community residents, and contribute to the support of community institutions.

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As Burke shows, to be a neighbor of choice, a company has to pursue three strategies: build sustainable and ongoing relationships with key community. This volume aims to show companies how to design strategies that position them as neighbours of choice in the communities in which they operate. The author.

As Burke illustrates, a company's community reputation also affects the behavior of consumers and employees. Consumers prefer to buy products from companies that are involved in the community.

Employees are attracted to companies that have a good community reputation. Just as successful companies need to be a supplier of choice, an employer of choice, and an investor of choice, they now have to become a neighbor of choice.