Academic capitalism

, 17, 131

Accountability

, 5, 97–100

Advanced Certified Fundraising Executive (ACFRE)

, 143

Advertising

, 44

Altruism

, 51, 58

Altruistic philanthropy

, 51

Alumni relations

, 199–200

American Association of University Professors (AAUP)

, 128, 134, 144

American Express Company

, 44

American higher education

complexities

, 25

corporate support

, 44

funding

, 31

interorganizational relationships

, 27

American university

, 8

Aristotelian personal virtues

, 34

Association of Fundraising Professionals (AFP)

, 7, 142–143

Authenticity

, 96

Balance continuity

, 170–171

Billanthropy

, 65

Boston College Center for Corporate Citizenship (BCCCC)

, 40

Brand development

advertising

, 44

cause-related branding

, 44

cause-related marketing

, 44

research

, 46–49

sponsorships

, 46

Brundtland Report, 91

Business ethics

, 34–39

Business-Higher Education Forum (BHEF)

, 40

Campbell Soup Company

Campbell values

, 118

countries

, 120

Dow Jones Sustainability Indices

, 121

Global Reporting Initiative (GRI)

, 119

thoughtful decision-making

, 118

Capitalism

, 31

Career development strategies

access costs issues

, 203

businesses and corporate recruitment

, 190–193

corporate attractiveness

, 181–182

curriculum

, 185

definition

, 187–188

employment

, 197–199

ethics

, 204–205

facilities

, 184

higher education

, 183

long-term relationships

, 199–200

mentoring

, 194–195

networking

, 195–197

people capital

, 179–181

poor funding issues

, 202

professional development

, 189–190

programs

, 184–185

scholarships

, 184

swaying curriculum

, 203–204

Caring actions

, 74

Categorical trust

, 195

Cause-related branding

, 44

collaborations

, 88

defined

, 88

higher education

, 89

Cause-related marketing

, 44

Celanthropists

, 65

Charity

, 52

Childhood obesity

, 9

Civil society

, 4

Classical corporate philanthropy

, 56–62

Classical market model

, 27, 28

Classical perspective

, 37

Clevenger Nexus

, 228–229

Collaborations

, 30

College Cost Reduction and Access Act of 2007

, 10

Commercialization

, 44, 89

Committee for Economic Development (CED)

, 174

Committee to Encourage Corporate Philanthropy (CECP)

, 40

Commodification

, 44, 89

Community enrichment

, 43

Compliance-driven actions

, 73

Conflicts of interest

, 144

Consciousness

, 94

Constituency perspective

, 37

Constricted philanthropy

, 64

Contributive liberty

, 34

Corporate actors

, 37

Corporate behavior

models

, 27–29

strategies

, 25

Corporate citizenship

, 25, 219–220, 226–227, 233

accountability

, 97–100

characteristics

, 93–100

corporate citizenship spectrum

, 85–93

defined

, 84

employee engagement

, 95–96

environmentalism

, 96–97

higher education

, 100–101

leadership

, 93–95

management modeling

, 93–95

organizational culture

, 70

programs

, 11

transparency

, 97–100

Corporate Citizenship Management Framework (CCMF)

, 84

Corporate citizenship spectrum

categories

, 85

cause-related branding

, 88–89

DNA citizenship ethos

, 91–93

operational culture

, 89–91

philanthropy

, 86–88

Corporate design

, 221–222, 233

Corporate engagement

citizenship concepts

, 114

company self-assessment survey

, 111

ethics

, 148

external motivators

, 115

higher education social value diagram

, 116

internal motivators

, 114

issue analysis worksheet

, 111

multiple opportunities

, 146

Partnership Continuum

, 111

relationship management investing

, 147–148

social value spectrum

, 115

strategic planning

, 145–146

sustainable livelihoods approach

, 109

value propositions

, 146–147

Zone of Mutual Benefit

, 110, 112

Corporate ethics

, 37

Corporate foundations

, 59–62

Corporate–higher education relationship

, 39–42

Corporate law

, 26

Corporate partnership models

, 137–141

corporate and foundation relations

, 137

corporate engagement process

, 137

Corporate Relationship Continuum

, 139–140

Network of Academic Corporate Relations Officers (NACRO)

, 137, 138

senior administrators

, 138

Corporate social responsibility (CSR)

, 72–79, 219–220

amalgamation

, 77

annual rankings and indices

, 41

caring actions

, 74

compliance-driven actions

, 73

continuum

, 75

corporate involvement

, 78

DNA citizenship ethos

, 93

external stakeholder groups

, 76

holistic actions

, 74

internal stakeholder groups

, 76

profit-driven actions

, 74

pyramid

, 35, 36

spectrum

, 77

stakeholder management

, 72, 79–80

synergistic actions

, 74

theories and approaches

, 78

Corporate Social Responsibility Index (CSRI)

, 99

Corprate philanthropy

altruistic

, 51

behavior

, 52–56

classical corporate

, 56–62

new philanthropy

, 65–66

roots

, 87

strategic

, 62–64

Council for Advancement and Support of Education (CASE)

, 7, 142

Council for Aid to Education (CAE)

, 7

CSR. See Corporate social responsibility (CSR)

Cultivation

corporate relationships

, 132–133

interorganizational relationships

, 132

Curriculum

capstones

, 187

internships

, 185–187

research

, 187

Customer satisfaction

, 8

Decentralized model

, 135

Decision-making

corporate actors

, 37

organizations

, 70

Deeper Aristotelian ethics

, 6

Democracy

, 10

Democratic politics

, 10

Density

, 195

Dishonest solicitation

, 142

Distributive justice

, 34

DNA citizenship ethos

, 91–93

Donor manipulation

, 142

Economic development

Business and Policy Principles of Practice

, 156

business curriculums

, 158–159

capacity building

, 157

corporations

, 152

definition

, 151–152

economic research and analysis

, 157

entrepreneurship

, 153, 173–174

higher education engagement

, 155–156

human resources development

, 156

innovation

, 154

institutional innovation (See Institutional innovation)

, 155

leveraging innovation

, 161–165

new business development

, 158

public administration curriculums

, 158–159

public colleges and universities

, 153

public policy curriculums

, 158–159

research

, 157

Small Business Development Centers (SBDCs)

, 158

Strategic Program Principles of Practice

, 155

technical assistance

, 157

technology transfer

, 157–158

University-Industry Demonstration Project (UIDP)

, 161

Embrace nonmarginal change

, 165–166

Employee engagement

, 95–96

Employee Volunteering and Giving Programs (EVGPs)

, 71

Employee volunteerism

, 71–72

Engage disequilibrium

, 166–168

Enlightened self-interest

, 58

Entrepreneurship

, 173–174

Environmentalism

, 96–97

Ethical responsibility

, 36

External environmental factors

, 32

External partners

academic capitalism

, 131

institutional advancement

, 129

institutional theory

, 130

natural connection

, 130

open systems theory

, 130

resource dependence theory

, 131

Financial stakeholders

, 106

Fiscal intersection

, 6–7

Forced diversity

, 205

For-profit sector

, 4, 36

Global citizenship

business perspective

, 222–223

general public’s perspective

, 223–224

higher education perspective

, 223

Global Reporting Initiative (GRI)

, 119

Government-University-Industry Research Roundtable (GUIRR)

, 41

Higher education

American system

, 4

cause-related branding

, 89

corporate citizenship

, 100–101

corporate engagement

, 144–145

corporate interests

, 133–134

corporate relationships, cultivation

, 132–133

corporate relations models

, 135–136

corporations

, 6

declining enrollments

, 30

effective corporate engagement

, 144–145

ethical parameters

, 142–144

external partners

, 128–132

funded

, 6

fundraising

, 142–144

institutions

, 131–132, 136

interorganizational relationships

, 105–108

financial pressures

, 30

financial support and engagement

, 3

natural connection

, 130

organizational theories

, 16–17

philanthropy

, 87

private support

, 3, 9

qualities

, 33

resource development

, 142–144

rising costs

, 6

shortages

, 30

transparency

, 10

Higher Education Opportunity Act of 2008

, 10

Holistic actions

, 74

Human resources development

, 156

Impact

, 104

Individual behavior

, 54

Industrial-focused model

, 135

Institutional advancement

, 129

Institutional innovation

balance continuity

, 170–171

collaboration

, 171–173

creative destruction

, 162–163

definition

, 164–165

disequilibrium

, 162

elements

, 165–171

embrace nonmarginal change

, 165–168

path dependency

, 169

spill silos

, 169–170

value creative destruction

, 168–169

Institutional isomorphism

, 142

Institutionalization

, 104

Institutional theory

, 130

Institution-based trust

, 195

Integration

, 104

Interorganizational relationships

, 2, 134

American higher education

, 27, 31–34

Clevenger Nexus

, 228–229

corporate America

, 31–34

corporate citizenship

, 219–220, 226–227

corporate design

, 221–222

corporate social responsibility

, 219–220

corporations and higher education

, 5

corporations’ perspective

, 105–108

cultivation of

, 132

culture

, 216–217

environment

, 215–216

ethical perspectives

, 213–215

ethics

, 220–221

expectations

, 213–215

future research

, 227–228

global citizenship

, 222

globalization

, 226–227

higher education

, 105–108

implications for practice

, 219

leaders new ecology

, 209–213

organizational learning

, 218–219

public’s scrutiny

, 213–215

small and medium enterprises

, 224–225

social and academic causes

, 208

social value creation

, 225–226

sustainability

, 219–220

understanding

, 17–18

Interorganizational theories

, 13–18

Investment

, 104

Just Capital

, 41

Larger corporations

, 29

Late twentieth-century trends

, 7–9

Leadership

, 200

acceleration

, 210

accountability

, 211–212

complexity

, 212–213

connection

, 210

cooperative advantages

, 212–213

diversification

, 211

multiplication

, 211

privatization

, 209

reflection

, 211

strategic advantages

, 212–213

Legal perspective

, 37

Legal responsibility

, 36

Long-term business agendas

, 25–50

Long-term relationships

Alumni relations

, 199–200

leadership

, 200

Managerial model

, 27, 28

Manipulation

, 205

Mass communications

, 31

Medium corporations

, 29

Motivations

, 57

National Association of Colleges and Employers (NACE)

, 183, 198

National Council on Workplace Volunteerism

, 71

National Governors Association

, 174

Natural connection

, 130

Negative deviance

, 39

Networking

contacts

, 196–197

network ties

, 196

trust

, 195–196

Network of Academic Corporate Relations Officers (NACRO)

, 40, 107, 137

Nonfinancial stakeholders

, 106

Nonprofit sector

, 4

Nonredundant information

, 196

Open systems theory

, 130

Operational culture

, 89–91

Organizational analysis matrix

, 14

Organizational behavior

, 136

Organizational culture

, 69–70, 216–217

Organizational effectiveness

, 16

Organizational identity theory

, 53–54

Organizational learning

, 218–219

Organizational theory

closed systems

, 15, 16

collective action view

, 14

history

, 13–14

map

, 231

natural selection view

, 14

open systems

, 15, 16

open versus closed systems theory

, 14–15

organizational analysis matrix

, 14

specific implication to higher education

, 16–17

strategic choice

, 14

system-structural view

, 14

Partnerships

, 30, 33

Penurious era

, 9–13

Peripheral philanthropy

, 64

Philanthrocapitalism

, 65

Philanthropic behavior

organizational identity theory

, 53–54

prosocial behavior

, 55–56

social identity theory

, 54–55

Philanthropy

higher education

, 87

responsibilities

, 36, 86

social relationship

, 87

Pluralistic interplay

, 30–31

Pluralistic intersection

, 4–5

Political, economical, social, and technological issues (PEST) analysis

, 40

Positive deviance

, 39

Professional development

campus activities

, 189

clubs activities

, 189

credentialing

, 190

national organizations

, 189–190

Prosocial behavior

, 55–56

Profit-driven actions

, 74

Public higher education

, 4

Public–private partnerships

, 136

Quantifying impact

, 147

Reachability

, 195

Recruitment

carnegie classification system

, 192

diversity

, 190–191

hiring candidates

, 191–192

reputation

, 193

size matters

, 193

Resource dependence theory

, 5, 131

Responsive philanthropy

, 66

Sábato’ s Triangle, 4

, 5

Sacred values

, 171

Shareholder maximization

, 67

Shatter path dependency

, 169

Signature programs

, 108

Small Business Development Centers (SBDCs)

, 158

Small corporations

, 29

Social accountability

, 34–39

Social entrepreneurship

, 65

Social, environmental, and economic responsibility and sustainability (SEERS)

, 92

Social environment model

, 27, 28, 84

Social exchange

, 87

Social identity theory

, 54–55

Social media

, 31

Social network trust

, 195

Social responsiveness

, 70–71

Social value creation

, 225–226

Societal expectations

, 5

Spill silos

, 169–170

Sponsorships

, 46

Stakeholder engagement

defined

, 69

employee volunteerism

, 71–72

organizational culture

, 69–70

social responsiveness

, 70–71

Stakeholder management

principles

, 68

strategic

, 68

Stewardship

, 58

Strategic corporate alliances (SCAs)

, 128

Strategic management

, 67

Strategic philanthropy

, 62–64

Strategic platforms

, 108

Strengths, weaknesses, opportunities, and threats (SWOT) analysis

, 40

Structural holes

, 170

Sustainability

, 219–220

Sustainable livelihoods approach

, 109

Swaying curriculum

, 203

Synergistic actions

, 74

Taillore Declaration

, 1990, 174

Tax Reform Act of 1986

, 7

Technology transfer

, 157–158

Temporal continuity

, 54

Transparency

, 97–100

University Career Centers

, 183

University-Industry Demonstration Project (UIDP)

, 41, 161

University relations and recruiting (URR)

, 198

Utilitarian concept

, 34

Value creative destruction

, 168–169

Vital pluralistic interplay

, 9–13

Workforce development

, 42–43

Zone of Mutual Benefit

, 110, 112