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Corporate Philanthropy in the Canadian Context: From Damage Control to Improving Society
Mary K. Foster*,
Agnes G. Meinhard,
Ida E. Berger,
and
Pike Krpan
* To whom correspondence should be addressed. E-mail: mfoster{at}ryerson.ca.
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Abstract |
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Fourteen in-depth interviews were conducted with decision makers in corporations representing natural resources, finance, retail, technology, food and beverage, and communications to explore the diverse approaches to philanthropy in corporate Canada. The authors focused on gaining insight into the organizational differences among companies that are have integrated corporate philanthropy into their cultures, those where philanthropy is marginal to their main business and those that see philanthropy as a beneficial relationship. They learned that companies that have integrated philanthropy into their operations are quite distinct in both attitudes and behavior from the others. Although companies can change the role of philanthropy within their organization, truly integrating philanthropy into the business of the corporation is not something that can develop and evolve over time; if that vision is not present in the corporate culture from the beginning, it is not likely to develop.
First published on March 14, 2008, doi:10.1177/0899764008316249
Nonprofit and Voluntary Sector Quarterly 2009;38:441.
A more recent version of this article appeared on June 1, 2009
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