Business-civil society collaborations in South Korea: A multi-stage pattern matching study

Sinkovics, N. , Kim, J. and Sinkovics, R. R. (2022) Business-civil society collaborations in South Korea: A multi-stage pattern matching study. Management International Review, 62(4), pp. 471-516. (doi: 10.1007/s11575-022-00476-z)

Abstract

In this study, we use an empirical example to demonstrate how a multi-stage pattern matching process can inform and substantiate the construction of partial least squares (PLS) models and the subsequent interpretation of and theorizing from the findings. We document the research process underlying our empirical investigations of business – civil society collaborations in South Korea. The four-step process we outline in this paper can be used to ensure the meaningfulness of the structural model as well as to maximize the use of PLS for theorizing. This methodological advancement is particularly helpful in situations when literature reference points exist, but further contextual information may add nuances to prevalent knowledge. The findings from the qualitative flexible pattern matching part of the study prompted us to conduct a multi-group analysis. The resulting path changes in the base model led to the identification of four partnering strategies for business-CSO collaborations: (1) partnering for visibility; (2) partnering for compliance; (3) partnering for responsibility outsourcing; and (4) partnering for value co-creation.

• Item Type: Articles
• Status: Published
• Refereed: Yes
• Glasgow Author(s) Enlighten ID: Kim, Dr Jihye and Sinkovics, Professor Rudolf and Sinkovics, Dr Noemi
• Authors: Sinkovics, N., Kim, J., and Sinkovics, R. R.
• College/School: College of Social Sciences > Adam Smith Business School; College of Social Sciences > Adam Smith Business School > Management
• Journal Name: Management International Review
• Publisher: Springer
• ISSN: 0938-8249
• ISSN (Online): 1861-8901
• Published Online: 19 September 2022
• Copyright Holders: Copyright © The Author(s) 2022
• First Published: First published in Management International Review 62(4):471-516
• Publisher Policy: Reproduced under a Creative Commons License