Collaboration as a pathway for sustainability

Lozano, Rodrigo

doi:10.1002/sd.322

Cited by 156 publications

(143 citation statements)

References 16 publications

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“…Then they are invited to express their opinions, needs, and ideas, and finally may again be excluded once again from solution finding and decision-making at the end [21,24]. This common practice contrasts not only with findings from theories on collaboration, group work, and social learning but also with participation literature itself, which emphasizes the importance of joint problem framing, early involvement, and partnership at eye-level (dissolving hierarchical structures) [4,[25][26][27]. Furthermore, citizens themselves are usually not empowered to actively prompt and initiate their own participation [28].…”

Section: Why a Ladder Is Not An Appropriate Tool To Break Down Hierarmentioning

confidence: 99%

“…It tends to solve a problem via divergent thinking, resulting in "collective creativity" [37] and it requires close relationships and connections [38]. Schrage [39] [40] and thus harvests its benefits "from differences in perspectives, knowledge and approaches, solving problems while at the same time offering benefits to all those involved in the process" [4].…”

Section: Collaboration-entering An Arena Of Shared Creation and Sociamentioning

confidence: 99%

“…On one hand, collaboration causes costs, more specifically coordination costs, which refer to the "operational dependence between the activities of the different actors" [4]; and on the other hand, information flow, bargaining (how to split gains and to deal with intangible gains and values) or free riding are challenging efforts. Furthermore, incompatible or conflicting needs and interests as well as latent conflicts may impede successful collaboration.…”

Section: Support and Obstacles For Meaningful Collaboration On Eye-levelmentioning

confidence: 99%

“…Collaboration is often referred to as a twenty-first-century trend and concurrently as the key to sustainability and resilience building [1][2][3][4]. Indeed, we can observe a notable global trend towards the formation of alliances and partnerships in order to develop sustainable solutions 1 The chapter presents parts of the author's PhD-thesis as submitted in May 2017.…”

Section: Introductionmentioning

confidence: 99%

“…for everyday real-world problems [4][5][6][7][8]. One may not only think of initiatives such as food cooperatives, urban gardening, energy collectives, or crowdfunding initiatives but also of partnerships between governments and non-state actors for the purpose of joint policy-and decision-making.…”

Section: Introductionmentioning

confidence: 99%

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Collaboration: Long-Term Partnerships for Local Development

Schauppenlehner-Kloyber¹

2017

Management of Cities and Regions

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Collaboration, as a process of social learning, facilitates the integration of different perspectives, forms of knowledge, and approaches to encounter multifaceted issues, such as climate change, energy transition, globalization, etc. Thus, political decisionmakers increasingly involve a broad variety of actors in order to improve the efficacy and legitimacy of solutions. Also, for local development, the participation of citizens in processes of decision-making or planning has widely turned into common practice, but often does not reach beyond brief "on-off" involvement of citizens into government controlled activities. As the ability of local actors to interact and collaborate in a continuing social learning process is seen as a prerequisite for sustainability and resilience, obtaining knowledge on how governments and citizens may collaborate and work together successfully in the long run is of high relevance. This chapter follows the question on how to develop flexible, but reliable, local collaboration structures. Therefore, it moves beyond Sherry Arnstein's theory of participation, and introduces Elinor Ostrom's design principles for the management of the commons as valuable reference points. It concludes that acknowledging time-consuming group processes, the joint development of common goals, structures, and collaboration rules as well as flexibility and openness towards adaptive processes are prerequisites for long-term oriented collaboration.

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Section: Why a Ladder Is Not An Appropriate Tool To Break Down Hierarmentioning

confidence: 99%

Section: Collaboration-entering An Arena Of Shared Creation and Sociamentioning

confidence: 99%

Section: Support and Obstacles For Meaningful Collaboration On Eye-levelmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Collaboration: Long-Term Partnerships for Local Development

Schauppenlehner-Kloyber¹

2017

Management of Cities and Regions

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Revising the Corporate Social Performance Model – Towards Knowledge Creation for Sustainable Development

Siltaoja

2013

Bus Strat Env

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The objective of this paper is to offer a revision of the corporate social performance (CSP) model. CSP exemplifies how corporate social responsibility translates into an organization's practice by focusing on three key features of performance: principles, processes and outcomes. However, the development of the model has not kept pace with the literature on social and environmental responsibility. This study builds on an argument that if corporate social responsibility in general – in which CSP plays an important role – is to respond to the challenges of sustainable development, the CSP of businesses could be more profoundly planned in order to design knowledge outcomes that contribute to meeting those challenges. The paper thus answers the recent call for the development of a CSP model by revising some of the key elements in the existing model and also by adding a knowledge creation dimension. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment

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Open Innovation for sustainable transition: The case of Enel “Open Power”

2023

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Only in the last years, Sustainable Open Innovation has become a unique issue from the convergence between the concept of Open Innovation and sustainability as well as a challenge for the future business models of companies. Given that the aim to build a more sustainable world is one of the most relevant targets to reach over the world, the present work has focused on how Open Innovation is a catalyst for sustainability, by proposing a model for the case study in an underdeveloped sector, such as the energy one. Specifically, through the analysis of the ENEL case study, the relationship between Open Innovation (OI) and a strategic approach to CSR has emerged. The strategic approach to CSR, guided by open leadership aimed at involving stakeholders and creating shared value, creates an organizational culture and an environment favorable to the development of Open Innovation strategies; furthermore, the Open Innovation processes support the integration of the social, environmental, and economic objectives of companies. The findings show how Open Innovation can address sustainability practices and objectives. Through the application of the framework called SKiN, which provides a qualitative and replicable tool, the study allows to evaluate the organizational permeability as a critical success factor for both sustainability strategies and innovation.

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Collaboration as a pathway for sustainability

Cited by 156 publications

References 16 publications

Collaboration: Long-Term Partnerships for Local Development

Collaboration: Long-Term Partnerships for Local Development

Revising the Corporate Social Performance Model – Towards Knowledge Creation for Sustainable Development

Open Innovation for sustainable transition: The case of Enel “Open Power”

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