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Partnerships between businesses and non-governmental organizations (NGOs) have become widely adopted mechanisms for collaboration in addressing complex social issues, the aim being to take advantage of the two types of organizational rationale to generate mutual value. Many such alliances have proved to be unsuccessful, however. To assist managers improve the likelihood of success of their collaborative relationships, the authors propose a success model of business-NGO partnering processesdoi:10.1016/j.brq.2014.09.002 fatcat:xuj7fw4r75hnxcrtgw32gwvenm