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There is a significant research gap in the theory of the nature of relationships between companies and other organizations (including NGOs) when collaborating on projects to support sustainable development goals. In particular, the company perspective has not yet been analyzed in depth. This paper therefore presents these relationships from the company’s point of view, and particularly in terms of how company representatives describe the roles of each partner in the collaboration and the outcomes it generates for the company. The empirical research is theoretically grounded in the Activities–Resources–Actors (ARA) model developed by Håkansson and Snehota. The study adopted a qualitative approach and was conducted using semi-structured individual in-depth interviews in 18 companies; the companies represented different industries and were involved in different types of projects related to sustainable development goals. The paper contributes to developing the theory in various ways. It contributes to the understanding of processes related to company involvement in sustainable development. It also contributes to the theory of the essence and substance of inter-organizational relationships, and specifically the ARA framework. Moreover, it explains the specificity of such inter-organizational collaborations and identifies to what extent these relationships vary from other types of inter-organizational collaboration, especially from business-to-business relationships. The paper also contributes to the discussion on the role of personal bonds within such inter-organizational relationships. The practical implications relate to the ways in which the activities and resources of a company and its partner may be combined in projects addressing social and/or environmental problems. Therefore, the paper offers guidance to companies and their potential partners interested in undertaking joint sustainability initiatives.

Inter-Organizational Collaboration on Projects Supporting Sustainable Development Goals: The Company Perspective