This paper explores the theoretical underpinnings of collaboration and ecosystem management in order to identify the relationships and processes involved in implementing ecosystem management programs through cross-sector collaboration. Ecosystem management requires a highly adaptive and resilient social-ecological governance approach, which addresses spatiality and temporality issues. In order to explore possible implementation issues with ecosystem management, propositions are developed dealing with adaptive governance, institutional isomorphism and collective action. The paper concludes with a discussion of the theoretic underpinnings involved in implementing ecosystem management through cross-sector collaborations.

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Despite a wealth of expertise involving leading institutions over at least 15 years, a base of the pyramid (BoP) model resulting in scalability has yet to emerge. We posit that institutional gaps between BoP goals of developing human and social capital on one hand and a short‐term profit focus of business on the other contribute to the lack of scalability. We address this gap by proposing a social intermediary to link the BoP with firms involved in the BoP. The social intermediary will coordinate and interpret the informal market requirements of the BoP to the firm in a “bottoms up” approach. We illustrate the bottoms up approach through a case involving Deutsche Gesellschaft fur Internationale Zusammenarbeit, a German government agency, with the garment manufacturing industry in Pakistan. The case study involves implementation of labor standards and productivity in the Pakistan garment industry, resulting in improved productivity and labor standards enabling garment manufacturers to access global supply chains.

During the last several decades, numerous policies and programs intended to advance environmental goals have been formulated in the US by governmental bodies and implemented by businesses and nongovernmental organizations. This article forwards a multi‐sectoral perspective that business and nonprofit organizations have also been significantly involved in environmental policy and program formulation, as well as implementation, and that governments have also fulfilled the latter strategic role in US environmental policy. In this article, nine US environmental initiatives are described and categorized according to which of the three sectors' organizations were significant formulators of the programs and which were significant implementors. Implications for future research include investigation of other environmental dyadic program combinations in addition to those presented, extension of the present analysis beyond dyads into environmental policy networks, inclusion of the strategic environmental program evaluation stage to complement formulation and implementation and exploration of effectiveness variables in cross‐sectoral, inter‐organizational collaborations. Implications for educators and practitioners are also presented. Copyright © 2002 John Wiley & Sons, Ltd. and ERP Environment.

To differentiate ecosystem management, three models of firm-level environmental stewardship are paired with three types of trust, which serve as informal governance mechanisms. The interconnectedness of organizational fields and the influence of intertemporality and interspatiality (time and space) are key dynamics in developing decentralized networks as an approach for linking firms, organizational fields, and global sustainability efforts. Interviews with 18 firms, government agencies, and nonprofit-making organizations from Japan and the USA are utilized to discuss the key concepts in the paper.

PurposeThis article encourages novel approaches in the SSCM literature to create transformative change for workers in developing countries' apparel supply chains. It examines how suppliers' implementation of social sustainability is moderated by buyers' pressures (through dyadic ties) and by similar suppliers' pressures (through extended ties).Design/methodology/approachThe article adopts a qualitative method design based on fieldwork and 21 face-to-face interviews with suppliers' senior managers. The data were collected between 2017 and 2020 in the factory premises of suppliers in Pakistan.FindingsThis article distinguishes the pressures that moderate suppliers' implementation of social sustainability positively (top-down encouragement, informal exchange and competitive convergence) and negatively (unrewarded commitment) through social ties. Hence, it shows how suppliers experience constrained proactivity as a state of tension.Originality/valueThe article primarily contributes to the SSCM literature by informing how similar suppliers' pressures in the business community constitute important processes of social governance and are key to create transformative change upstream in apparel supply chains. Against this backdrop, it cautions about buyers' opposite pressures and misuse of their negotiation power, which indirectly holds back and dilutes transformative change.

This paper proposes a revision to Hart and Sharma's 2004 model for corporate engagement with the base of the pyramid (BoP) by making the BoP community and the natural environment, not the firm, the central focus for engagement. The revised model proposes that core stakeholders must include the BoP community, the poor, weak, and illiterate, as they can benefit most from the community collective action model presented herein to address sustainability in the natural environment. These are the core stakeholders rather than fringe stakeholders, as indicated in the Hart and Sharma model. Our model recognizes the legitimacy of the firm as an enabler that possesses the power to help core stakeholders address the causes of environmental degradation that act as barriers to poverty alleviation and natural resource access. O Stakeholder engagement O Base of the pyramid O Bottom of the pyramid O Poverty O Environment O Consumption O Collective action O Competitive imagination

Abstract:The attitudes of Susquehanna River stakeholders regarding natural gas hydraulic fracturing (fracking) in the Marcellus Shale region reflect differing concerns on economic, social, and environmental issues based on gender, education level, and income. The focus on the U.S. State of Pennsylvania section of the Susquehanna River derives from the U.S. States of New York and Maryland, neighbors of Pennsylvania to the immediate north and south, respectively, enacting bans on fracking, while Pennsylvania has catapulted, through Marcellus fracking, to become the second largest natural gas producing state in the U.S. In this Pennsylvania survey, female and more highly educated stakeholders favor a moratorium on fracking, while males and lower income stakeholders support fracking. Of the four categories used to organize the survey, i.e. economic opportunity, health and safety, communities, and energy security, the category of health and safety ranked first in both the 2012 and 2017 survey.