Industrial Symbiosis (IS) is a collective approach to competitive advantage in which separate industries create a cooperative network to exchange materials, energy, water and/or by-products. By addressing issues related to resource depletion, waste management and pollution, IS plays an important role in the transition towards sustainable development. In the literature, two conceptual perspectives on IS can be identified: the Industrial Ecology (IE) and the Circular Economy (CE) perspective. Despite the recognition of these two perspectives, their relationship remains unclear and explicit attempts to develop an integrated perspective have not been made yet. Consequently, the goal of this research is to highlight and start addressing this critical gap of knowledge in order to support future research and practice geared towards the design of new IS clusters. We pose the following research question: How can the IE and CE perspectives on IS be combined in order to support the design of IS clusters? To this end, we first investigate the two perspectives more in depth and compare them in terms of nature, features and relevance for the study of IS. This is done by applying them as conceptual lenses for the analysis of the same case study, an existing IS cluster. The comparative analysis provides insights into how the two perspectives differ, ultimately demonstrating that they are complimentary and both necessary to fully describe an IS cluster. While the CE perspective is more suitable to explain how a cluster functions from a business standpoint in the operating phase, the IE perspective is more suitable to explain its development over time and its impacts on the environment, the economy and society. Building upon the outcomes of the comparative analysis, we leverage on the discipline of Strategic Design and integrate the two perspectives into a process for designing new IS clusters. We suggest two directions for future research. First, improving our comparative analysis of the two perspectives by looking at a wider and sample of IS clusters of different sizes and in different contexts. Second, focusing with more specificity on the issue of how IS clusters can be designed, potentially by trying to apply the process we propose on a real case aimed at designing a new IS cluster.

No abstract

Diversity is generally recognized as a key issue for learning in stakeholder dialogue on wicked sustainability issues. Yet the question on how design of stakeholder dialogue and supporting methods actually enhance learning in stakeholder dialogue deserves more attention. This paper presents constructive conflict as a central design issue for stakeholder dialogue. This means that a dialogue entails the articulation of a diversity of perspectives and the confrontation of claims and ideas based on these perspectives. Building on three properties of diversity (variety, balance and disparity), the methodological implications of constructive conflict as a central design issue will be derived. These implications are structured according to three design steps: stakeholder identification and selection, articulation of perspectives and confrontation of claims and ideas. It is argued that social scientific methods are needed to support design of stakeholder dialogue. Q methodology is presented as an example that was used in a stakeholder dialogue on sustainable biomass in the Netherlands to identify stakeholder perspectives, to select stakeholders and to structure the dialogue. The paper wraps up with conclusions on constructive conflict as a design issue.

No abstract

While studies in project management increasingly recognize the need for effective external stakeholder management, there is a paucity of investigations that apply analytical methods. Drawing on the fields of project management, stakeholder engagement and social acceptance, we propose Q methodology as a powerful tool for proactive risk mitigation in project management. In our case study of a shale gas drilling pilot project in the Netherlands, we carried out Q methodology research to arrive at stakeholders' perspectives. The results illuminate the perspectives of stakeholders in large-scale projects riddled by uncertainty. We argue that Q methodology is a significant and innovative risk management strategy for large-scale technological projects.