Titlebook: Alliances for Sustainable Development; Business and NGO Par Laurence Schwesinger Berlie Book 2010 Palgrave Macmillan, a division of Macmill

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Ali Kadri (Senior Research Fellow)There is no denying that corporate-NGO alliances are an innovative type of relationship and present opportunities to combine asymmetrical resources to find solutions to the complex challenges posed by sustainable development.

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General IntroductionIn the 1990s, a new collaborative phenomenon began to emerge: strategic alliances between businesses and non-governmental organisations (NGOs).

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Alliance MotivationsThe elements we have seen in the previous chapter set the . in which alliances are formed and the ., which direct partners towards alliances. This chapter on motivations explores the . which motivate partners to form partnerships, that is, the . they hope to draw from corporate-NGO alliances.

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Symmetries versus Asymmetries in Corporate-NGO AlliancesOrganisational asymmetries are probably what most strongly characterise corporate-NGO alliances, and they are experienced by all who are engaged in such alliances.

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The Arab Uprisings through an Agrarian Lensditing this practice more than serving it. Indeed, it is important to recognise that not all businesses and not all NGOs benefit from an alliance in the same way. This raises the question of which types of businesses and NGOs may be interested in an alliance.

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