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A case of interorganizational collaboration in Canada involving a retail grocery chain and several environmental groups is analyzed. In this case, one environmental group attempted to act as a bridge between business and environmentalists by endorsing a line of "green" products. Based on material drawn from news reports and personal interviews, the authors use the case to illuminate the concept of strategic bridging as a distinctive form of collaboration. Like other forms of collaboration, bridging relies on collaborative negotiations and "back-home" commitment to the outcome of the negotiations and "back-home" commitment to the outcome of the negotiations. It differs from other forms -such as joint ventures, multiparty task forces, and mediation -with respect to the degree of organizational interpenetration involved in the negotiations and the complexity of the problem of gaining back-home commitment. Based on …