Corporate relations with local communities and NGOs

Corporate relations with actors not traditionally seen as primary stakeholders (including non-governmental organisations (NGOs) and local or indigenous communities as well as all the associations or groups included in these) have become a key topic in business management, receiving greater attention and dedication from corporate management teams. These relations tend to be complex, however, and finding points in common or shared interests is a true challenge.

Given the increasing importance and consolidation of this phenomenon, the authors undertook a research project in 2008 to analyse the different methods and degrees of interaction companies establish and maintain with NGOs, local communities and other groups historically found at the periphery of corporate activity and with whom relations have been conflictive or difficult in the past. As a result of this earlier study, the authors published a report detailing eight business cases, exploring how these companies’ strategies, communications policies, dialogues and participation affec- ted their credibility, effectiveness, and the construction of mutual trust.1 We specifically identified and analised a series of factors which have an impact on the process of establishing relationships.