TY - JOUR

T1 - Managing Strategic Alliances through a Community-Enabled Balanced Scorecard

T2 - The Case of Merck Ltd, Thailand

AU - Hansen, Erik G.

AU - Sextl, Martin

AU - Reichwald, Ralf

N1 - Online ISSN 1099-0836

PY - 2010/9

Y1 - 2010/9

N2 - Corporations often engage in corporate community involvement (CCI) in order to improve the social and environmental conditions in their local communities. Firms also become involved in strategic alliances with non-governmental organizations (NGOs) to guarantee that the initiatives are meaningful. At the same time, such alliances strengthen business impacts resulting from employee and customer proximity to CCI, which is defined as the awareness of, perceived credibility of, and active involvement in CCI activities. Though these effects are strategically relevant, strategic alliances for CCI mostly remain separate from corporate strategy. We propose the community-enabled balanced scorecard (CBSC) as a conceptual framework for integrating both community and business goals in the strategic management of the firm. We use a case study research approach covering qualitative interviews and action research at Merck Ltd, Thailand, a subsidiary of a large German chemical and pharmaceutical corporation, to demonstrate the practicability of the framework.

AB - Corporations often engage in corporate community involvement (CCI) in order to improve the social and environmental conditions in their local communities. Firms also become involved in strategic alliances with non-governmental organizations (NGOs) to guarantee that the initiatives are meaningful. At the same time, such alliances strengthen business impacts resulting from employee and customer proximity to CCI, which is defined as the awareness of, perceived credibility of, and active involvement in CCI activities. Though these effects are strategically relevant, strategic alliances for CCI mostly remain separate from corporate strategy. We propose the community-enabled balanced scorecard (CBSC) as a conceptual framework for integrating both community and business goals in the strategic management of the firm. We use a case study research approach covering qualitative interviews and action research at Merck Ltd, Thailand, a subsidiary of a large German chemical and pharmaceutical corporation, to demonstrate the practicability of the framework.

KW - Sustainability sciences, Management & Economics

KW - Community involvement

KW - Corporate social responsibility

KW - Developing countries

KW - Non-governmental organizations

KW - Strategic alliances

KW - Sustainability balanced scorecard

KW - Entrepreneurship

UR - http://www.scopus.com/inward/record.url?scp=77957919312&partnerID=8YFLogxK

U2 - 10.1002/bse.689

DO - 10.1002/bse.689

M3 - Journal articles

VL - 19

SP - 387

EP - 399

JO - Business Strategy and the Environment

JF - Business Strategy and the Environment

SN - 0964-4733

IS - 6

ER -