Skip to main content
Fachgebiete
Automobil + Motoren Bauwesen + Immobilien Business IT + Informatik Elektrotechnik + Elektronik Energie + Nachhaltigkeit Finance + Banking Management + Führung Marketing + Vertrieb Maschinenbau + Werkstoffe Versicherung + Risiko
DE
EN
Themenseiten
Organisationspsychologie Projektmanagement Marketing Smart Manufacturing
Bücher
Zeitschriften
Weitere Formate
Podcasts Webinare Technik Webinare Wirtschaft Kongresse Veranstaltungskalender Awards
Jetzt Einzelzugang starten
Zugang für Unternehmen
Referenzkunden
MTZ-Fachkongress

Antriebe und Energiesysteme von morgen


Austausch von Automobil- und Energiewirtschaft

Am 14./15. Mai geht es in Chemnitz um die Mobilitätswende durch Elektro- und Wasserstofffahrzeuge.
Erweiterte Suche
Anmelden
nach oben
Erschienen in:
Introduction and Context: The State of the World Kapitel lesen Erstes Kapitel lesen

2019 | OriginalPaper | Buchkapitel

6. Stewarding Sustainability Transformations in Multi-stakeholder Collaboration

verfasst von : Petra Kuenkel

Erschienen in: Stewarding Sustainability Transformations

Verlag: Springer International Publishing

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config
loading …

Abstract

This chapter takes the Patterns of Aliveness Theory into the day-to-day management practice of leading transformative change in multi-actor settings. A short deep dive into the current discourse on multi-stakeholder partnerships emphasizes the importance of collaborative practice for SDG implementation. Arguing that this practice is a pathway to sustainability transformations, the chapter highlights collaboration catalysts in complex multi-stakeholder change initiatives and relates them to the six dimensions of the Collective Leadership Compass. It shows how these match with the six aliveness-enhancing principles elaborated in Chap. 5 and how this forms the next level of an emerging conceptual architecture for stewarding sustainability transformations. Two successful examples of collaborative multi-stakeholder change processes illustrate how the strategic design of collaboration leads to tangible results and enhances actors’ collaboration literacy in navigating complex change.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Technik"

Online-Abonnement

Mit Springer Professional "Technik" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 390 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Maschinenbau + Werkstoffe




 

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 340 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko




Jetzt Wissensvorsprung sichern!

Jetzt informieren
Vorheriges Kapitel The Patterns of Aliveness Theory
Nächstes Kapitel A Conceptual Architecture for Stewarding Sustainability Transformations
Fußnoten
2
These examples are described in more detail in Kuenkel (2016).
 
3
In the first example, the author had the role of strategic support to a backbone project secretariat composed of private and public sector actors, between the years 2003 and 2007. The complex multi-stakeholder initiative was institutionalized as the 4C Association in 2007. In the second example, project managers from the Collective Leadership Institute functioned as backbone support for 1 ½ years. The Nebhana Water Forum was launched in May 2016. In both cases the financial support for the activities came from the German public sector. The practice model, the Collective Leadership Compass, was applied to the design of the collaboration process. In the first example, it was a much less structured pre-version; in the second example, the version described in this research was used.
 
5
4C Official press conference, 23.04. 2007
 
6
For example, the Business Social Compliance Initiative (BSCI), several standards in the flower industry, the “Cotton Made in Africa” Standards, etc.
 
7
For example, the standard of the Forest Stewardship Council (FSC)
 
8
According to information from a project leader of the German Development Cooperation
 
9
According to members from trade and industry
 
10
Such as standards for organic coffee or Fair Trade coffee
 
11
Source: Interviews with participating actors
 
12
4C Press Release, April 23rd 2007
 
13
Source: Interviews with trade and industry participants in 2005
 
14
Source: Interviews with participants from civil society organizations in 2005
 
15
Source: Interview partner who initiated the partnership, 2007
 
16
Source: personal conversations with the initiators
 
17
Source: personal conversations with the initiators
 
18
See, for example, the Wall Street Journal, 25th February 2016 (https://​www.​wsj.​com/​articles/​how-tunisia-became-a-top-source-of-isis-recruits-1456396203), accessed on third May 2017.
 
19
The Government of Tunisia was supported by German Development Cooperation with GIZ (Deutsche Gesellschaft für Internationale Zusammenarbeit) as an implementing agency. The Collective Leadership Institute supported the development and establishment of the Nebhana Water Forum. For more information see http://​www.​iwrm-dialogue.​com/​ar/​cases/​25/​ and http://​www.​collectiveleader​ship.​de/​apex/​cli/​our-impact/​our-projects/​the-nebhana-water-forum-in-tunisia/​.
 
20
Source: Internal progress reports to GIZ (Deutsche Gesellschaft für Internationale Zusammenarbeit)
 
21
The support process was constrained by a pause of 3 months following a severe terrorist attack in the provincial capital of Kairouan.
 
Literatur
Alexander, C. (1979). The timeless way of building (Vol. 1). New York: Oxford University Press.
Alexander, C. (2002). The nature of order. An essay on the art of building and the nature of the universe: Book I – the phenomenon of life. Berkeley, CA: The Center for Environmental Structure.
Alvarez-Pereira, C. (July-August 2016). Towards a Society of Living: Provocations on Economy and Economics by a Layman and Entrepreneur. Eruditio – e-Journal of the World Academy of Art & Science, 2(2).
Aras, B., & Falk, R. (2015). Authoritarian ‘geopolitics’ of survival in the Arab Spring. Third World Quarterly, 36(2), 322–336.CrossRef
Austin, J. E. (2000). The collaboration challenge: How non-profit and businesses succeed through strategic alliances. San Francisco: Jossey-Bass.
Austin, J. E., & Seitanidi, M. M. (2012). Collaborative value creation: A review of partnering between nonprofits and businesses: Part I. Value creation spectrum and collaboration stages. Nonprofit and Voluntary Sector Quarterly, 41(5), 726–758.CrossRef
Bäckstrand, K. (2006). Multi-stakeholder partnerships for sustainable development: Rethinking legitimacy, accountability and effectiveness. European Environment, 16(5), 290–306.CrossRef
Beisheim, M. (2011). Innovative Governance durch Entwicklungspartnerschaften? Chancen und Grenzen am Beispiel transnationaler Wasserpartnerschaften, SWP-Studie Nr. 2011/20 (pp. 5–29), Stiftung Wissenschaft und Politik, Berlin.
Beisheim, M. (2012). Partnerships for sustainable development: why and how Rio+ 20 must improve the framework for multi-stakeholder partnerships. RP 3. Stiftung Wissenschaft und Politik, German Institute for International and Security Affairs.
Bellin, E. (2012). Reconsidering the robustness of authoritarianism in the Middle East: Lessons from the Arab Spring. Comparative Politics, 44(2), 127–149.CrossRef
Berger, I. A., Cunningham, P. H., & Drumwright, M. E. (2004). Social alliances: Company/nonprofit collaboration. California Management Review, 47(1), 58–90.CrossRef
Biermann, F., Man-san Chan, A. M., & Pattberg, P. (2007). Multi-stakeholder partnerships for sustainable development: Does the promise hold? In P. Glasbergen, F. Biermann, & A. Mol (Eds.), Partnerships, governance and sustainable development: Reflections on theory and practice. Northampton, MA: Edward Elgar.
Bollier, D., & Helfrich, S. (Eds.). (2015). Patterns of commoning. Amherst, MA: Levellers Press.
Bollier, D., & Watts, T. (2002). Saving the information commons: A new public interest agenda in digital media. Washington, DC: New America Foundation and Public Knowledge.
Brouwer, H., & Woodlhill, J. (2015). The MSP Guide: How to design and facilitate multi-stakeholder partnerships. Wageningen: Centre for Development Innovation, University of Wageningen.
Buuren, A. V. (2009). Knowledge for governance, governance of knowledge: Inclusive knowledge management in collaborative governance processes. International Public Management Journal, 12(2), 208–235.CrossRef
Byiers, B., Guadagno, F., & Karaki, K. (2015). From looking good to doing good: Mapping CSO-business partnerships. ECDPM Discussion Paper 182. Maastricht: ECDPM.
Calton, J., Payne, S., & Waddock, S. (2008). Learning to teach ethics from the heart. In D. Swanson & D. Fisher (Eds.), Advancing business ethics education (Vol. 3, pp. 147–160). Charlotte, NC: Information Age.
Capra, F., & Luisi, P. L. (2014). The system’s view of life: A unifying vision. Cambridge: Cambridge University Press.CrossRef
Corbett, J., & Mellouli, S. (2017). Winning the SDG battle in cities: How an integrated information ecosystem can contribute to the achievement of the 2030 sustainable development goals. Information Systems Journal, 27(2), 427–461.CrossRef
Cortez, E., Britz, J., Albright, K., Kigongo-Bukenya, I., & Hernandez, N. (August 19-23 2007). Forging global partnerships: Intercontinental collaborative initiatives between LIS programs. Paper presented at the 73rd IFLA General Conference and Council, Durban.
Dhehibi, B., Lachaal, L., Elloumi, M., & Messaoud, A. (2007). Measuring irrigation water use efficiency using stochastic production frontier: An application on citrus producing farms in Tunisia. African Journal of Agricultural and Resource Economics, 1(2), 1–15.
Doran, P. (2017). A political economy of attention, mindfulness and consumerism: Reclaiming the mindful commons. New York, NY: Routledge Studies in Sustainability.CrossRef
Eaton, M., Hughes, H. J., & MacGregor, J. (Eds.). (2016). Contemplative approaches to sustainability in higher education: Theory and practice. New York, NY: Routledge.
Fadeeva, Z. (2005). Promise of sustainability collaboration: Potential fulfilled? Journal of Cleaner Production, 13(2), 165–174.CrossRef
Fukuyama, F. (1995). Trust: The social virtues and the creation of prosperity. London: Hamish Hamilton.
Goepel, M. (2016). The great mindshift. How a new economic paradigm and sustainability transformations go hand in hand. New York: Springer International Publishing.
Glasbergen, P. (2011). Understanding partnerships for sustainable development analytically: The ladder of partnership activity as a methodological tool. Environmental Policy and Governance, 21(1), 1–13.CrossRef
Hanjra, M. A., & Qureshi, M. E. (2010). Global water crisis and future food security in an era of climate change. Food Policy, 35(5), 365–377.CrossRef
Hanleybrown, F., Kania, J., & Kramer, M. (2012). Channeling change: Making collective impact work. Stanford Social Innovation Review, 9(1), 1–8.
Hanna, N. K. (2011). Transforming government and building the information society: Challenges and opportunities for the developing world. New York, NY: Springer Science, & Business Media.CrossRef
Hodgkinson, G. P., Whittington, R., Johnson, G., & Schwarz, M. (2006). The role of strategy workshops in strategy development processes: Formality, communication, co-ordination and inclusion. Long Range Planning, 39(5), 479–496.CrossRef
Horx, M. (2003). Future fitness. Frankfurt am Main: Eichborn Verlag.
House, R., Javidan, M., Hanges, P., & Dorfman, P. (2002). Understanding cultures and implicit leadership theories across the globe: An introduction to project GLOBE. Journal of World Business, 37(1), 3–10.CrossRef
Isaacs, W. (1999). Dialogue and the art of thinking together: A pioneering approach to communicating in business and in life. New York: Currency Doubleday.
Jamali, D. (2007). The case for strategic corporate social responsibility in developing countries. Business and Society Review, 112, 1–27.CrossRef
Jemmali, H., & Matoussi, M. S. (2013). A multidimensional analysis of water poverty at local scale: Application of improved water poverty index for Tunisia. Water Policy, 15(1), 98–115.CrossRef
Kania, J., & Kramer, M. (2011). Collective impact. Stanford Social Innovation Review, 9(1), 36–41.
Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Boston, MA: Harvard Business Press.
Kaplinsky, R. (2000). Globalisation and unequalisation: What can be learned from value chain analysis. Journal of Development Studies, 37(2), 117–146.CrossRef
KPMG International, De Boer, Y., & van Bergen, B. (2012). Expect the unexpected: building business value in a changing world. Amsterdam: KPMG International.
Kuenkel, P. (2008). Mind and heart: Mapping your personal journey towards leadership for sustainability. Potsdam: Collective Leadership Institute.
Kuenkel, P. (2015). Navigating change in complex multi-actor settings: A practice approach to better collaboration. The Journal of Corporate Citizenship, 58, 119–137.CrossRef
Kuenkel, P. (2016). The art of leading collectively: How we can co-create a sustainable, socially just future. Claremont, NH: Chelsea Green.
Kuenkel, P., & Aitken, A. (2015). Key factors for the successful implementation of stakeholder partnerships: The case of the African Cashew Initiative. In V. Bitzer, R. Haman, M. Hall, & E. W. Griffin (Eds.), The business of social and environmental innovation: New frontiers in Africa. Berlin Heidelberg: Springer.
Kuenkel, P., & Schaefer, K. (2013). Shifting the way we co-create: How we can turn the challenges of sustainability into opportunities. Collective Leadership Studies No 1. Potsdam: The Collective Leadership Institute.
Kuenkel, P., Fricke, V., & Cholakova, S. (2009). The common code for the coffee community. In D. Volmer (Ed.), Enhancing the effectiveness of sustainability partnerships. Washington, DC: National Academies Press.
Kuenkel, P., Gerlach, S., & Frieg, V. (2011). Working with stakeholder dialogues: Key concepts and competencies for achieving common goals. A practical guide for change agents from public sector, private sector and civil society. Potsdam: The Collective Leadership Institute.
Kuenkel, P., Buddenberg, J., Kuehn, E., & Heckmann, S. (2016). Towards a reference framework for effective partnering: Creating collaboration patterns that work for successful SDG implementation. Publication for the GPECD global partnership initiative: Promoting effective partnering. Collective Leadership Institute.
Lozano, R. (2007). Collaboration as a pathway for sustainability. Sustainable Development, 15(6), 370–381.CrossRef
McCann, J. E. (1983). Design guidelines for social problem-solving interventions. The Journal of Applied Behavioral Science, 19(2), 177–189.CrossRef
Meadows, D. (1999). Leverage points: Places to intervene into a system. Hartland, VT: Sustainability institute.
Pattberg, P., & Widerberg, O. (2014). Transnational multi-stakeholder partnerships for sustainable development. Building blocks for success. IVM Report, R-14/31. Amsterdam: Institute for Environmental Studies.
Poncelet, E. C. (2001). Personal transformation in multistakeholder environmental partnerships. Policy Sciences, 34(3), 273–230.CrossRef
Raworth, K. (2017). Doughnut economics. Seven ways to think like a 21st century economist. London: Random House.
Rockström, J., W. Steffen, K. Noone, Å., Persson, F. S., Chapin, III, Lambin, E. & Foley. J. (2009). Planetary boundaries: Exploring the safe operating space for humanity. Ecology and Society 14(2): 32.
Scharmer, O. (2007). Theory U: Leading from the futures as it emerges. San Francisco, CA: Berrett- Koehler Publisher.
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Currency Doubleday.
Senge, P., Hamilton, H., & Kania, J. (2015). The dawn of system leadership (Vol. 13, pp. 27–33). Stanford Social Innovation Review.
Snowden, D. J., & Boone, M. E. (2007). A leader’s framework for decision making. Harvard Business Review, 85(11), 68–76.
Succar, B. (2009). Building information modelling framework: A research and delivery foundation for industry stakeholders. Automation in Construction, 18(3), 357–375.CrossRef
Vaishnavi, V. K., & Kuechler, W. (2015). Design science research methods and patterns: Innovating information and communication technology. Boca Raton, FL: CRC Press.CrossRef
Varela, F. J., Thompson, E. T., & Rosch, E. (1992). The embodied mind: Cognitive science and human experience. Cambridge: MIT Press.
Van Tulder, R., & Pfisterer, S. (2013). Creating partnership space: Exploring the right fit for sustainable development partnerships. In M. M. Seitanidi & A. Crane (Eds.), Social partnerships and Responsible Business. A research handbook. London: Routledge.
Vörösmarty, C. J., Green, P., Salisbury, J., & Lammers, R. B. (2000). Global water resources: Vulnerability from climate change and population growth. Science, 289(5477), 284–288.CrossRef
Waddell, S., Waddock, S., Cornell, S., Dentoni, D., McLachlan, M., & Meszoely, G. (2015). Large systems change: An emerging field of transformation and transitions. The Journal of Corporate Citizenship, 58, 5–30.CrossRef
Weber, A. (2016). Biology of wonder: Aliveness, feeling and the metamorphosis of science. Gabriola Island, Canada. New Society Publishers.
Yates, J., & Orlikowski, W. J. (1992). Genres of organizational communication: A structurational approach to studying communication and media. Academy of Management Review, 17(2), 299–326.CrossRef
Metadaten
Titel
Stewarding Sustainability Transformations in Multi-stakeholder Collaboration
verfasst von
Petra Kuenkel
Copyright-Jahr
2019
Buch
Stewarding Sustainability Transformations

Print ISBN: 978-3-030-03690-4

Electronic ISBN: 978-3-030-03691-1

Copyright-Jahr: 2019

DOI
https://doi.org/10.1007/978-3-030-03691-1_6