CSR: friend or foe? Framing NGO Strategy through CSR in the Pursuit of Sustainable Funding

Through the application of frame analysis, corporate social responsibility (CSR) can currently be envisaged in relation to two extreme frames in analysing CSR as an interface for business-NGO collaborations: an altruistic frame (involving short-term, philanthropic business gestures towards NGOs) and a strategic frame (involving long-term, strategic relations between business and NGOs). It is proposed that businesses align with a strategic CSR frame (the business case) and as a consequence of resource dependence; NGOs align with an altruistic frame of CSR. A shift is, however, currently occurring as a convergence between business and NGO strategy becomes ever-more pronounced. A third collaborative CSR frame is thus evolving, resulting in a more commercial NGO approach and ensuing three strategic NGO options: fade (NGO fails to survive in the absence of sustainable funding sources); integrate with business (through mutually beneficial relationships) and transform (NGO becomes a self-sufficient, commercial entity). NGOs are gradually evolving from altruistic activities to constructive collaborations to strategic and sustainable self-sufficiency. CSR is an option, but not a panacea for NGOs as alignment with the movement presents both opportunities and threats. Mutually-beneficial business-NGO collaborations are most effectively harnessed when both parties are aligned with the collaborative CSR frame. Subsequently, there is an impetus for NGOs to adopt commercial characteristics in order to ensure sustainable funding streams