Cross-Sector Partnerships for Systemic Change: Systematized Literature Review and Agenda for Further Research

Clarke, Amelia; Crane, Andrew

doi:10.1007/s10551-018-3922-2

Cited by 160 publications

(133 citation statements)

References 58 publications

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“…Partnership researchers have identified the need for a deeper understanding of implementation and outcomes at the partner level (see [10,15,48,49,53,65,66]). Moreover, the need to understand the contributing factors of partner outcomes is important in addressing one of the critical challenges to success in multi-stakeholder partnerships, which is how to maintain ongoing partner engagement [5,21].…”

Section: Discussionmentioning

confidence: 99%

“…This kind of support from facilitators might reduce barriers for partners who are challenged by the initial upfront investment required to build capacity in some strategic areas [5,21,72]. The aim of these partnerships is to address complex societal challenges by leveraging the insights and resources of many different stakeholders [15], and so it is essential that partnership facilitators or secretariat members understand and can articulate the organizational benefits of the partnership to partners [8]. In particular, making sure that private sector partners understand the 'business case' for their involvement, such as improved reputation or growth opportunities, is necessary to ensure that the partnership has the right composition of resources and can be sustained over time [9].…”

Section: Implications For Practicementioning

confidence: 99%

“…Recently, the advantages of multi-stakeholder partnerships have received a fair amount of research attention. Yet, comparatively few of these studies extend beyond identifying outcomes to understanding the underlying processes that facilitate these outcomes [15]. Management researchers that study outcome generating processes tend to focus on partner characteristics, such as goal congruence between partner organizations [5,16,17].…”

Section: Introductionmentioning

confidence: 99%

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Partner Strategic Capabilities for Capturing Value from Sustainability-Focused Multi-Stakeholder Partnerships

et al. 2019

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As social and ecological problems escalate, the role of collective capacity and knowledge is becoming more critical in reaching solutions. This capacity and knowledge are dispersed among diverse stakeholder organizations. Thus, organizations in the private, public and civil society sectors are experiencing pressure to address these complex challenges through collaborative action in the form of multi-stakeholder partnerships. One major challenge to securing and maintaining partner engagement in these voluntary collaborative initiatives is defining the value proposition for prospective and existing partner organizations. Understanding the relationship between different forms of partner involvement and the subsequent resources that partners stand to gain is necessary to articulate the value proposition of the partnership to partners. This study conducts a survey of partner organizations from 15 different sustainability-focused multi-stakeholder partnerships in Canada. We compare three partner strategies for implementation and value capture and discover that each strategy is associated with different partner-level resource outcomes. Our findings indicate that product stewardship strategies are associated with financial and organizational capital, marketing and promotion with human capital, and internal implementation structures with shared capital. This study has implications for multi-stakeholder partnership researchers and practitioners because it suggests the possibility that certain partner-level outcomes could rely on the partner, as well as partnership implementation strategies.

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Section: Discussionmentioning

confidence: 99%

Section: Implications For Practicementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Partner Strategic Capabilities for Capturing Value from Sustainability-Focused Multi-Stakeholder Partnerships

et al. 2019

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“…Furthermore, Quarshie et al (2016) provided a comprehensive research agenda for social sustainability research in SCs with three relevant gaps for this study. They call for the investigation of cross-sector partnerships (business, government, and/or civil society) since they have been rarely evaluated to see how they complement firm's SC related sustainability strategies (see also Clarke and Crane 2018). In addition and in line with other studies, they suggest drawing on institutional theory as a fruitful lens for analysing ethical policies and practices in SCs (Huq and Stevenson 2018;Sauer and Seuring 2018;Kauppi and Hannibal 2017).…”

Section: Social Sustainability In Scs and Its Relation With Institutimentioning

confidence: 88%

The Role of Institutional Uncertainty for Social Sustainability of Companies and Supply Chains

et al. 2020

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Global sourcing largely occurs from so-called emerging markets and developing economies (EMDEs). In these contexts, substantial leverage effects for sustainability in supply chains (SCs) can be expected by reducing adverse impacts on society and minimising related risks. For this ethical end, an adequate understanding of the respective sourcing contexts is fundamental. This case study of South Africa's (SA) mining sector uses institutional theory and the notion of institutional uncertainty to empirically analyse the challenges associated with establishing social sustainability. The case study research is informed by 39 semi-structured interviews with top management representatives and various state and non-state decision makers in SA. Our findings suggest that (social) sustainability in the institutional field is mainly shaped by the Social and Labour Plan institution, induced by state actors and mining companies' practices. However, four weakening factors were identified that adversely affect this regulative institution, drive institutional uncertainty and allow for mining companies' gradual decoupling. Contrastingly, complementing pressures of non-state actors limit institutional uncertainty and push toward mainstreaming the stipulations of the institution. This study contributes to the business ethics literature by providing an in-depth exploration of institutional uncertainty's drivers and barriers within an upstream SC setting and shedding light on multiple actors' interplay and relevance in sector-wide sustainability. The findings are condensed into three main propositions as well as an analytical framework as a basis for follow-up research. This case study helps practitioners understand and manage complexity that results from actor plurality and institutional uncertainty in EMDEs.

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“…They have been found to increase the value of research by decision-maker partners; to enhance the policy and practice relevance of research outputs; to build intellectual capital (knowledge) and social capital (relationships) that strengthen the capacities of all parties to undertake, share and use research effectively; and to increase the uptake of research in policy and practice [3,[8][9][10][11][12][13]. It has been argued that the co-production of knowledge results in "the best and most lasting influences of research" [14] and has the potential to bring about systemic change [15].…”

Section: Introductionmentioning

confidence: 99%

Knowledge mobilisation in practice: an evaluation of the Australian Prevention Partnership Centre

Haynes

Rowbotham

Grunseit

et al. 2020

Health Res Policy Sys

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bstract Background: Cross-sector collaborative partnerships are a vital strategy in efforts to strengthen research-informed policy and practice and may be particularly effective at addressing the complex problems associated with chronic disease prevention. However, there is still a limited understanding of how such partnerships are implemented in practice and how their implementation contributes to outcomes. This paper explores the operationalisation and outcomes of knowledge mobilisation strategies within the Australian Prevention Partnership Centrea research collaboration between policy-makers, practitioners and researchers. Methods: The Centre's programme model identifies six knowledge mobilisation strategies that are hypothesised to be essential for achieving its objectives. Using a mixed methods approach combining stakeholder interviews, surveys, participant feedback forms and routine process data over a 5-year period, we describe the structures, resources and activities used to operationalise these strategies and explore if and how they have contributed to proximal outcomes. Results: Results showed that Centre-produced research, resources, tools and methods were impacting policy formation and funding. Policy-makers reported using new practical methodologies that were helping them to design, implement, evaluate and obtain funding for scaled-up policies and programmes, and co-creating compelling prevention narratives. Some strategies were better implemented and more impactful than others in supporting these outcomes, with variation in who they worked for. The activities used to effect engagement, capacity-building and partnership formation were mostly generating positive results, but co-production could be enhanced by greater shared decision-making. Considerably more work is needed to successfully operationalise knowledge integration and adaptive learning.Conclusions: Describing how collaborative cross-sector research partnerships are operationalised in practice, and with what effects, can provide important insights into practical strategies for establishing and growing such partnerships and for maximising their contributions to policy. Findings suggest that the Centre has many strengths but could benefit from more inclusive and transparent governance and internal processes that facilitate dialogue about roles, expectations and co-production practices.

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Cross-Sector Partnerships for Systemic Change: Systematized Literature Review and Agenda for Further Research

Cited by 160 publications

References 58 publications

Partner Strategic Capabilities for Capturing Value from Sustainability-Focused Multi-Stakeholder Partnerships

Partner Strategic Capabilities for Capturing Value from Sustainability-Focused Multi-Stakeholder Partnerships

The Role of Institutional Uncertainty for Social Sustainability of Companies and Supply Chains

Knowledge mobilisation in practice: an evaluation of the Australian Prevention Partnership Centre

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