Sustainable Development and Governance: Complex Processes and Unpredictable Outcomes

Abstract

This article tries to demonstrate how the concept of sustainable development is fraught with tensions that are political and ethical in nature. In trying to implement any notion of sustainability the agenda for policy action would be quite different in different contexts. The complex set of problems to be addressed would differ considerably in countries with different levels of economic development. Similarly, on certain issues global governance is called for. In other contexts, local conditions and culture must be understood before any policy intervention can be thought of. This is the first level of complexity with which any governance mechanism for sustainability must come to terms with. Governance itself is also inherently complex. It is an unfolding of a complicated interaction between different participants such as policy-makers, the wide variety of agencies which come together in the process of implementation and the beneficiaries themselves. Policy, and its outcomes, should not be viewed as a linear process. It is argued that governance is the result of the interaction between the processes of implementation and the outcomes that are possible. Governance, in this sense, is both complex and unpredictable. Unintended consequences are more the rule than the exception. The complexity of governance is a result of the interplay of knowledge and culture in a variety of power relations. The dominant narrative of sustainability and its associated pathway may not be the only alternative available. It is important to hear out suppressed and appropriated narratives and what they imply for sustainability.

Systematic Review of Green Banking Adoption: Following PRISMA Protocols

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As concerns about the bio-natural environment increase rapidly, a growing number of businesses have adopted eco-friendly practices (Amir et al, 2020;Aykol & Leonidou, 2015;Oh et al, 2016) to achieve one of the 'United Nations' Sustainable Development Goals (SDGs)', that is, environmental degradation and climate change (SDG, 2022). The greatest challenge for countries is to protect and save the environment and to reduce the hazardous impact of the emission of CO 2 in the climate (Purani et al, 2014;Sinha, 2012). As a result, academic studies on ecofriendly methods have proliferated, but surprisingly most previous research studies have focused on the manufacturing sector and largely ignored the service sector (Aykol & Leonidou, 2015;Ostrom et al, 2010) despite that service industry accounts for a major fraction of global GDP and sustainable service processes can potentially have a major impact on protecting the planet (Aslam & Jawaid, 2022).

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Management in the Performing Arts: An Empirical Exploration of Organizational Structures in Indian Theatre

“…The literature on sustainability commonly focuses on the economic, social and environmental aspects of sustainability (Thomas & Kai, 2002)—part of the notable triple bottom line framework (Elkington, 1997). Sustainability, however, is a complex concept (Sinha, 2012) and has also been researched at the level of organizations, often using related terms such as viability and success, longevity and continuity, and organizational growth (Moldavanova & Goerdel, 2018; Weerawardena et al, 2010).…”

“…275 billion in 2018, indicating that a large number of individuals and organizations are engaged in the performing arts. Interestingly, central public expenditure on arts and culture in India as a percentage of GDP in 2017-2018 was a paltry 0.015 per cent, 1 compared to public cultural expenditures ranging from 0.11 per cent to 1.50 per cent of the GDP in several European countries during 2012(Compendium of Cultural Policies and Trends, 2018. The authors seek to understand how performing arts organizations have continued to survive and possibly thrive in the Indian context.…”