Organizational Sets, Populations and Fields: Evolving Board Interlocks and Environmental NGOs
dc.contributor.author | Hoffman, Andrew J. | |
dc.contributor | Bertels, Stephanie | |
dc.contributor | Rich DeJordy | |
dc.date.accessioned | 2007-04-26T17:39:05Z | |
dc.date.available | 2007-04-26T17:39:05Z | |
dc.date.issued | 2014-04 | |
dc.identifier | 1074 | en |
dc.identifier.uri | https://hdl.handle.net/2027.42/50619 | |
dc.description.abstract | In 2008, The Nature Conservancy (TNC), the world’s wealthiest environmental non-governmental organization (ENGO) -- with over $3 billion in assets – hired Mark Tercek, a former managing director at Goldman Sachs to be its president and CEO. While he may not have been the first choice for many ENGOs, the move is consistent with TNC’s pursuit of non-confrontational, pragmatic, market-based solutions to the world’s conservation challenges (Wells, 2012; www.nature.org/about-us). While TNC has historically favored cooperation over confrontation with the traditional foes of environmentalists, in particular corporations, many within the ENGO community are not so inclined. Greenpeace, for example, states explicitly that it ‘does not solicit contributions from government or corporations’ (www.greenpeace.org/usa/about). The League of Conservation Voters takes yet a different approach, branding itself as the political voice of the environmental movement (http://www.lcv.org/about/mission). While organizations within the environmental movement are all challenging long standing institutions in the pursuit of environmental protection, as these examples illustrate, there are differences in what they do, who they interact with and how they understand or present themselves. | en |
dc.format.extent | 1191548 bytes | |
dc.format.mimetype | application/pdf | |
dc.subject | Organizational fields, Non-governmental organizations, Institutional theory | en |
dc.subject.classification | Management and Organizations (starting Spring 2004) | en |
dc.title | Organizational Sets, Populations and Fields: Evolving Board Interlocks and Environmental NGOs | en |
dc.type | Working Paper | en_US |
dc.subject.hlbsecondlevel | Economics | en_US |
dc.subject.hlbtoplevel | Business | en_US |
dc.contributor.affiliationum | Ross School of Business | en |
dc.contributor.affiliationother | Erb Institute for Global Sustainable Enterprise, University of Michigan | en |
dc.contributor.affiliationother | D’Amore-McKim School of Business Administration Northeastern University | |
dc.contributor.affiliationumcampus | Ann Arbor | |
dc.description.bitstreamurl | http://deepblue.lib.umich.edu/bitstream/2027.42/50619/1/1074-Hoffman.pdf | en_US |
dc.description.bitstreamurl | https://deepblue.lib.umich.edu/bitstream/2027.42/50619/4/1074_Hoffman_2014.pdf | |
dc.description.filedescription | Description of 1074_Hoffman_2014.pdf : 2014 revision | |
dc.owningcollname | Business, Stephen M. Ross School of - Working Papers Series |
Files in this item
Remediation of Harmful Language
The University of Michigan Library aims to describe library materials in a way that respects the people and communities who create, use, and are represented in our collections. Report harmful or offensive language in catalog records, finding aids, or elsewhere in our collections anonymously through our metadata feedback form. More information at Remediation of Harmful Language.
Accessibility
If you are unable to use this file in its current format, please select the Contact Us link and we can modify it to make it more accessible to you.