Reducing Complexity by Creating Complexity: A Systems Theory Perspective on How Organizations Respond to Their Environments

Schneider, Anselm; Wickert, Christopher; Marti, Emilio

doi:10.1111/joms.12206

Cited by 146 publications

(172 citation statements)

References 163 publications

(233 reference statements)

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“…Despite repeated calls for further insights on how MSPs address complex societal problems-specifically on the impact of MSPs (e.g., van Tulder et al 2016)-studies that actually bridge the gap between MSPs and the problems they seek to address are scarce. Such a problembased perspective is missing even in recent studies, which, similarly to our study, recommend for organizations to internally embrace the complexity in their external environment (Schneider et al 2016). The very basis of problem-based approaches dictates that "if one wants to solve a problem, one must generally know what the problem is" (Kerlinger and Lee 2000, p. 24).…”

Section: Contributions To the Literature On Cross-sector Partnershipsmentioning

confidence: 72%

“…On the one hand, process of harnessing wicked problems may help MSPs to anticipate the unintended consequences of their decisions and interventions. This view resonates with the established idea that not only collaborative partnerships, but all organizations need to develop structures to deal with environmental complexity (Tushman and Nadler 1978;Schneider et al 2016). On the other hand, harnessing wicked problems may seem like a never-ending process, perhaps even a vicious cycle, in which raising new issues leads to the discovery of even more new issues and so forth.…”

Section: Implications For Practitioners In Multi-stakeholder Partnersmentioning

confidence: 77%

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Harnessing Wicked Problems in Multi-stakeholder Partnerships

2018

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Despite the burgeoning literature on the governance and impact of cross-sector partnerships in the past two decades, the debate on how and when these collaborative arrangements address globally relevant problems and contribute to systemic change remains open. Building upon the notion of wicked problems and the literature on governing such wicked problems, this paper defines harnessing problems in multi-stakeholder partnerships (MSPs) as the approach of taking into account the nature of the problem and of organizing governance processes accordingly. The paper develops an innovative analytical framework that conceptualizes MSPs in terms of three governance processes (deliberation, decision-making and enforcement) harnessing three key dimensions of wicked problems (knowledge uncertainty, value conflict and dynamic complexity). The Roundtable on Sustainable Palm Oil provides an illustrative case study on how this analytical framework describes and explains organizational change in partnerships from a problem-based perspective. The framework can be used to better understand and predict the complex relationships between MSP governance processes, systemic change and societal problems, but also as a guiding tool in (re-)organizing governance processes to continuously re-assess the problems over time and address them accordingly.

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Section: Contributions To the Literature On Cross-sector Partnershipsmentioning

confidence: 72%

Section: Implications For Practitioners In Multi-stakeholder Partnersmentioning

confidence: 77%

Harnessing Wicked Problems in Multi-stakeholder Partnerships

2018

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“…As a result, partnering gets criticised for not adequately -or measurablyaddressing the manifold problems for which it is introduced. A second line of critique concerns the partnership composition, including sub-optimal partnering configurations (Wettenhall, 2003); not addressing the actual complexity of the problem (Pattberg & Widerberg, 2016); a too dominant private sector (Dauvergne & LeBaron, 2014); too limited ambitions; non-optimal issue-partner fits (van Tulder & Pfisterer, 2014); and over-ambition that creates all sorts of ''collaborative complexities'' (Schneider, Wickert, & Marti, 2017). Thirdly, illconceived partnerships have been criticised for undermining the legitimacy of the whole partnering phenomenon (Bäckstrand, 2006), for instance, owing to overly optimistic or superficial claims, subdued responsibilities, or poor governance structures (Brinkerhoff & Brinkerhoff, 2011).…”

Section: An Institutional Approach To the Role Of Mnes In Sustainablementioning

confidence: 99%

Multinational enterprises and the Sustainable Development Goals: An institutional approach to corporate engagement

2018

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The Sustainable Development Goals (SDGs) cannot be achieved without the contributions of multinational enterprises (MNEs). However, extant international business research hardly covers the private sector's role in achieving international policy goals. This article conceptualises the SDGs as a goal-based institution. Building on institutional theory, it develops propositions that help explain MNEs' engagement with SDGs. Exploratory survey results from 81 European and North American Financial Times Global 500 companies indicate that MNEs engage more with SDG targets that are actionable within their (value chain) operations than those outside of it, and more with SDG targets that ''avoid harm'' than those that ''do good''. Differences in SDG engagement based on MNEs' home-and host-countries and their industrial sectors are also explored. We draw policy conclusions for a more pro-active involvement of MNEs in sustainable development, and we define avenues for future international business research. In particular, cross-sector partnerships deserve further attention.

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“…Proper ToCs 'reduce complexities by creating complexities' (Schneider et al 2017). But can collaborative complexities be sufficiently captured before the start of a systemic change-oriented partnership project?…”

Section: Introduction: Designing Collaborative Interventions For Systmentioning

confidence: 99%

“…Social systems theory talks about 'collaborative complexities' (Schneider et al 2017). Ill-conceived partnerships 1 3…”

Section: Introduction: Designing Collaborative Interventions For Systmentioning

confidence: 99%

Capturing Collaborative Challenges: Designing Complexity-Sensitive Theories of Change for Cross-Sector Partnerships

Tulder

Keen²

2018

J Bus Ethics

155

121

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Systems change requires complex interventions. Cross-sector partnerships (CSPs) face the daunting task of addressing complex societal problems by aligning different backgrounds, values, ideas and resources. A major challenge for CSPs is how to link the type of partnership to the intervention needed to drive change. Intervention strategies are thereby increasingly based on Theories of Change (ToCs). Applying ToCs is often a donor requirement, but it also reflects the ambition of a partnership to enhance its transformative potential. The current use of ToCs in partnering efforts varies greatly. There is a tendency for a linear and relatively simple use of ToCs that does limited justice to the complexity of the problems partnerships aim to address. Since partnership dynamics are already complex and challenging themselves, confusion and disagreement over the appropriate application of ToCs is likely to hamper rather than enhance the transformative potential of partnerships. We develop a complexity alignment framework and a diagnostic tool that enables partnerships to better appreciate the complexity of the context in which they operate, allowing them to adjust their learning strategy. This paper applies recent insights into how to deal with complexity from both the evaluation and theory of change fields to studies investigating the transformative capacity of partnerships. This can (1) serve as a check to define the challenges of partnering projects and (2) can help delineate the societal sources and layers of complexity that cross-sector partnerships deal with such as failure, insufficient responsibility taking and collective action problems at four phases of partnering.

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Reducing Complexity by Creating Complexity: A Systems Theory Perspective on How Organizations Respond to Their Environments

Cited by 146 publications

References 163 publications

Harnessing Wicked Problems in Multi-stakeholder Partnerships

Harnessing Wicked Problems in Multi-stakeholder Partnerships

Multinational enterprises and the Sustainable Development Goals: An institutional approach to corporate engagement

Capturing Collaborative Challenges: Designing Complexity-Sensitive Theories of Change for Cross-Sector Partnerships

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