Interorganizational Collaboration for Regional Sustainability

Sharma, Aarti; Kearins, Kate

doi:10.1177/0021886310381782

Cited by 78 publications

(27 citation statements)

References 90 publications

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“…Jurisdictional mismatch of authority and responsibility across levels of government hinders environmental protection efforts by wasting resources, hampering innovation, and reducing regulatory effectiveness (Adler, 2005;Liu et al, 2015;Qi & Zhang, 2014). Therefore, solving sustainability problems requires more systematic, multisector, and multilevel approaches (Homsy, 2018a;Sharma & Kearins, 2011). Multilevel governance has also been a framework through which scholars have examined other topics including migration policy, aboriginal self-governance, and smoking cessation policy (Marti, 2018;Mavrot & Sager, 2016;Rodon, 2017).…”

Section: Approaches To Sustainability Governancementioning

confidence: 99%

Multilevel Governance: Framing the Integration of Top-Down and Bottom-Up Policymaking

Homsy

Liu

Warner

2018

International Journal of Public Administration

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Scholars embrace multilevel governance as an analytical framework for complex problems, such as climate change or water pollution. However, the elements needed to comprehensively operationalize multilevel governance remain undefined in the literature. This paper describes the five necessary ingredients to a multilevel framework: sanctioning and coordinating authority, provision of capacity, knowledge co-production, framing of co-benefits, and inclusion of civil society. The framework's analytical utility is illustrated through two contrasting case exampleswatershed management in the U.S. and air quality management in China. The framework balances local and central actors, which can promote a more effective governance regime.

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Section: Approaches To Sustainability Governancementioning

confidence: 99%

Multilevel Governance: Framing the Integration of Top-Down and Bottom-Up Policymaking

Homsy

Liu

Warner

2018

International Journal of Public Administration

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“…The questions in section (6) focussed on the potential collaboration partners mentioned in the Kyosei process that is applicable to all types of organisations (companies, PSOs, and CSOs), i.e., internal stakeholders (employees, managers/leaders), and external stakeholders (customers, suppliers, competitors, foreign organisations and governmental institutions) [9,23]. In addition, stakeholders that have been discussed in SSCM and cross-sector collaboration literature were included, such as associations (e.g., sector organisations) that operate in similar activities [47,48], as well as universities, NGOs and other companies as examples of foreign organisations [59,69,70]. The respondents were asked how these potential collaboration stakeholders affect and are affected by their sustainability efforts, and with which stakeholders they collaborate for sustainability on a 4-point scale, and to rank each stakeholder within each of the scale points.…”

Section: Methodsmentioning

confidence: 99%

“…While the Kyosei process appears to be a good starting point for organisations to orient themselves when establishing collaboration activities [23], their efforts could be strengthened by considering how stakeholders may affect or are affected by their sustainability efforts when choosing collaboration partners. Therefore, the Kyosei process could be updated by incorporating the results of this study: As collaboration for sustainability can increase benefits and competitive advantage and with that contribute to economic survival of an organisation [25,26,48], organisations may start directly collaborating with stakeholders that are most affecting and affected by sustainability efforts and that are perceived as the most important to collaborate with, e.g., collaboration with internal stakeholders and collaboration with customers. The next stage could be to extend the collaboration activities to stakeholders that are perceived as medium affecting and affected by the sustainability efforts, i.e., suppliers, governments, and competitors.…”

Section: Organisational Sustainability Efforts Stakeholders and The mentioning

confidence: 99%

“…For example, several studies (e.g., [18,24,44]) have analysed the potential influence of collaboration on organisational performance. In addition, collaborative partnerships allow organisations a more comprehensive approach towards social and environmental challenges by sharing risks, developing more innovative solutions, and getting access to complementary resources [47,48]. Collaboration for sustainability can lead to long-term benefits such as access to markets and knowledge, enriched creativity, increased legitimacy, and increased competitive advantage over time [25,26,49].…”

Section: Introductionmentioning

confidence: 99%

“…Cross-sectoral collaboration is defined as collaboration with different types of organisations from two or more sectors facilitating new ways of value creation [50,64]. Most research efforts focus on the benefits and challenges of dyadic relationships between (1) public sector organisations and companies [48,65,66]; and (2) civil society organisations and companies [50,67,68], including non-governmental organisations [69], and higher education institutions [70,71].…”

Section: Introductionmentioning

confidence: 99%

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Analysing Organisational Collaboration Practices for Sustainability

Fobbe

2020

Sustainability

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The complex sustainability challenges that society faces require organisations to engage in collaborative partnerships. Stakeholders affect, and are affected by an organisation’s sustainability activities, making it an important element when deciding with whom to collaborate. A large number of studies have focussed on collaboration for sustainability, especially on vertical and dyadic partnerships and collaborative networks, while there is limited research on overarching collaboration activities from the perspective of individual organisations (for example, the Kyosei approach), and even less that includes a stakeholder perspective. The objective of this paper is to analyse with whom individual organisations collaborate and how stakeholders affecting and being affected by sustainability efforts are considered when choosing collaboration partners. A survey was sent to a database of 5216 organisations, from which 271 responses were received. The responses were analysed using non-parametric tests. The results show that organisations are engaged in collaboration activities for sustainability, collaborating mostly with two to three external stakeholders. However, the focus on collaboration for sustainability does not extend to a point that it would lead to a change of organisational practice nor do organisations necessarily consider how stakeholders affect and are affected by their efforts when choosing their collaboration partners. An update to the Kyosei process is proposed, in order to provide guidance on how to strengthen and extend collaborative partnerships for sustainability.

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Sustainability and Sustainable Development

Mitra

2016

The International Encyclopedia of Organizational Communication

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Sustainable development is defined as development that meets the needs of the present without jeopardizing future generations' growth and prosperity, and involves the consideration of social, environmental, and economic resources (Brundtland, 1987). By extension, sustainability may be conceived of as ongoing processes of organizing across government, nonprofit, and for-profit entities to enable sustainable development. Conceptually, then, sustainability and sustainable development are concerned with the long-term management of human and nonhuman resources, rather than short-term priorities (e.g., shareholder returns), and provide an alternative organizing framework to mainstream capitalism. Whereas "soft" versions of sustainability envision an inclusion of long-term logics in mainstream capitalism, more "radical" versions argue that extant political economic systems of organizing are severely flawed and need to be revised entirely.The issue of sustainability is both old and new in organizational communication scholarship. On the one hand, the field has long centered the complex relations between organizations and their impacted societies as one of its key problematics. Over the years, organization-society relationships have been probed in different ways, such as through corporate social responsibility (CSR), employee/labor relations, worker participation, and work-life balance issues. Nevertheless, organizational communication research has rarely embraced the term "sustainability" itself, even when studying the management of scarce resources for organizing systems. Recently, however, as interdisciplinary attention has settled on the issue of sustainable development with some fervor -given the ongoing complexities of climate change, global pollution, and population shifts, among others -the role of communication (and organizational communication in particular) has reached center stage in the meaningful implementation of sustainability. Sustainability in organizational communication researchFour broad areas of organizational communication research highlight sustainability: long-term organizational viability given the existence of multiple tensions, environmental CSR practices, corporate communication on broader environmental impacts, and resilience of complex adaptive systems. Research in these areas is published not just by communication scholars in the field's traditional journals (e.g., Management

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Interorganizational Collaboration for Regional Sustainability

Cited by 78 publications

References 90 publications

Multilevel Governance: Framing the Integration of Top-Down and Bottom-Up Policymaking

Multilevel Governance: Framing the Integration of Top-Down and Bottom-Up Policymaking

Analysing Organisational Collaboration Practices for Sustainability

Sustainability and Sustainable Development

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