Accountability and the separation of business and politics in corporate-aboriginal partnerships

A case study approach is used to explore the hypothesis that variation in community resistance to corporate-Aboriginal partnerships is dependent upon First Nation governance processes. Following a systematic review of three forestry sector case studies, this study identifies tradeoffs that should be considered by First Nation leaders choosing from alternative processes for pursuing corporate-Aboriginal partnerships. While it is accepted that the appropriate mix of processes will vary across communities, the following best practices are recommended for consideration by First Nation leaders: (1) community concerns should be incorporated into business plans, (2) day-to-day business decisions should be made independently of band politics, (3) the transfer of management capacity to the community can only be achieved when hiring is based on both individual merit and community affiliation, and (4) gradual relationship building among partners allows for the development of acceptable agreements.