New modes of managing grand challenges: Cross-sector collaboration and the refugee crisis of the Asia Pacific

Abstract

Grand challenges are complex, large-scale problems requiring collaborative, multidisciplinary attention. Cross-sector collaboration can potentially play a significant role in addressing these challenges by capturing the diverse vision, experience, knowledge and resources of different sectors. Yet we still know little of the inter-organisational dynamics of how sectors work together to address grand challenges and the consequences of doing so. Our article contributes to the literature at the intersection of management and grand challenges by identifying how cross-sector collaborations can be used more effectively to address grand challenges. Drawing on a study of Australia’s offshore processing of refugees, we highlight the inter-organisational issues that emerge and develop a collaborative governance framework to overcome these problems and guide future cross-sector collaborations directed at grand challenges. JEL Classification: M5, H11

Adaptive learning in cross-sector collaboration during global emergency: conceptual insights in the context of COVID-19 pandemic

“…Existing studies have provided useful insights into the functioning of cross-sector partnerships and collaboration (Bryson et al, 2015;Quayle et al, 2019), but events like the recent COVID-19 pandemic make the related opportunities and challenges visible. Under exceptional circumstances, parties representing different sectors have been forced to act quickly, think outside the box, and make compromises.…”

“…The action is taken at the national and transnational levels when facing climate change, environmental issues, or sustainability. Simultaneously, governments' actions may not be efficient without practical solutions and implementation being enacted at the local level among individuals, organizations, or communities (Quayle et al, 2019).…”

“…Accordingly, the acknowledgment and adoption of hybridity in governance and organizational logics (Quélin et al, 2017), as well as relationship coordination became vital requirements (Yaziji and Doh, 2009) so that these collaborations could successfully adapt to partners' discrepancies and emergent constraints over their lifespan (Caldwell et al, 2017). However, as Quayle et al (2019) suggest, there is still relatively little knowledge of the inter-organizational adaptation dynamics when varying sectors actually work together. In addition, developing effective collaborations in response to a crisis at the scale of COVID-19 can be even more complicated.…”

Grand challenges in management research: Attributes, achievements, and advancement

“…Shared responsibility might be fostered through blending logics to facilitate a shared responsibility approach. Quayle et al (2019) offer a case study of another complex GC, Australia's controversial offshore processing of refugees from 2012 to 2017. Asylum seekers arriving by boat in Australia were transferred to Manus Island (Papua New Guinea (PNG)) or the Republic of Nauru for processing.…”

Pitching research for engagement and impact: a simple tool and illustrative examples

“…Further, Xue et al (2019) consider financial well-being amongst elderly Australians, while Michalak and Ashkanasy (2020) investigate workplace psychopaths and other toxic employees. In terms of grand challenges, Quayle et al (2019) take on the grand challenge of refugee crises, and Groen (2019), the grand challenge of zero growth economies.…”