Navigating tensions in a cross-sector social partnership: How a convener drives change for sustainability

Research output: Contribution to JournalArticleAcademicpeer-review

Abstract

In this paper, we study conveners' work in establishing change towards sustainability through cross‐sector social partnerships (CSSPs). Applying a paradox lens, we offer a new perspective on tensions in CSSPs: These are not hurdles or challenges to overcome in order to reach success but endure throughout the entire CSSP process. This insight changes the role of the convener, who no longer has to overcome but has to navigate tension. We focus on two tensions related to the convener role: the convener as leader but without formal authority over CSSP‐partners and the convener as both stakeholder and (neutral) facilitator in the process. Through a case study on a CSSP in the Dutch timber sector, we explain how a convener (Forest Stewardship Council Netherlands) responded to these tensions over time. We add to literatures
on CSSPs and convening by outlining the relevance of a paradox perspective in this domain.
LanguageEnglish
Pages317-329
Number of pages13
JournalCorporate Social Responsibility and Environmental Management
Volume26
Issue number2
Early online dateNov 2018
DOIs
Publication statusPublished - 1 Mar 2019

Fingerprint

social partnership
sustainability
timber
stakeholder
Sustainability
Social partnership
Netherlands
leader

Keywords

  • collaboration
  • convening
  • cross-sector social partnerships (CSSPs)
  • organizational change
  • paradox theory
  • sustainable development

Cite this

@article{6c2e8caaaa9c4c9ea976ff82e35034ad,
title = "Navigating tensions in a cross-sector social partnership: How a convener drives change for sustainability",
abstract = "In this paper, we study conveners' work in establishing change towards sustainability through cross‐sector social partnerships (CSSPs). Applying a paradox lens, we offer a new perspective on tensions in CSSPs: These are not hurdles or challenges to overcome in order to reach success but endure throughout the entire CSSP process. This insight changes the role of the convener, who no longer has to overcome but has to navigate tension. We focus on two tensions related to the convener role: the convener as leader but without formal authority over CSSP‐partners and the convener as both stakeholder and (neutral) facilitator in the process. Through a case study on a CSSP in the Dutch timber sector, we explain how a convener (Forest Stewardship Council Netherlands) responded to these tensions over time. We add to literatureson CSSPs and convening by outlining the relevance of a paradox perspective in this domain.",
keywords = "collaboration, convening, cross-sector social partnerships (CSSPs), organizational change, paradox theory, sustainable development",
author = "{van Hille}, I. and {de Bakker}, F.G.A. and J.E. Ferguson and Peter Groenewegen",
year = "2019",
month = "3",
day = "1",
doi = "10.1002/csr.1684",
language = "English",
volume = "26",
pages = "317--329",
journal = "Corporate Social Responsibility and Environmental Management",
issn = "1535-3966",
publisher = "John Wiley & Sons Ltd.",
number = "2",

}

Navigating tensions in a cross-sector social partnership: How a convener drives change for sustainability. / van Hille, I.; de Bakker, F.G.A.; Ferguson, J.E.; Groenewegen, Peter.

In: Corporate Social Responsibility and Environmental Management, Vol. 26, No. 2, 01.03.2019, p. 317-329.

Research output: Contribution to JournalArticleAcademicpeer-review

TY - JOUR

T1 - Navigating tensions in a cross-sector social partnership: How a convener drives change for sustainability

AU - van Hille, I.

AU - de Bakker, F.G.A.

AU - Ferguson, J.E.

AU - Groenewegen, Peter

PY - 2019/3/1

Y1 - 2019/3/1

N2 - In this paper, we study conveners' work in establishing change towards sustainability through cross‐sector social partnerships (CSSPs). Applying a paradox lens, we offer a new perspective on tensions in CSSPs: These are not hurdles or challenges to overcome in order to reach success but endure throughout the entire CSSP process. This insight changes the role of the convener, who no longer has to overcome but has to navigate tension. We focus on two tensions related to the convener role: the convener as leader but without formal authority over CSSP‐partners and the convener as both stakeholder and (neutral) facilitator in the process. Through a case study on a CSSP in the Dutch timber sector, we explain how a convener (Forest Stewardship Council Netherlands) responded to these tensions over time. We add to literatureson CSSPs and convening by outlining the relevance of a paradox perspective in this domain.

AB - In this paper, we study conveners' work in establishing change towards sustainability through cross‐sector social partnerships (CSSPs). Applying a paradox lens, we offer a new perspective on tensions in CSSPs: These are not hurdles or challenges to overcome in order to reach success but endure throughout the entire CSSP process. This insight changes the role of the convener, who no longer has to overcome but has to navigate tension. We focus on two tensions related to the convener role: the convener as leader but without formal authority over CSSP‐partners and the convener as both stakeholder and (neutral) facilitator in the process. Through a case study on a CSSP in the Dutch timber sector, we explain how a convener (Forest Stewardship Council Netherlands) responded to these tensions over time. We add to literatureson CSSPs and convening by outlining the relevance of a paradox perspective in this domain.

KW - collaboration

KW - convening

KW - cross-sector social partnerships (CSSPs)

KW - organizational change

KW - paradox theory

KW - sustainable development

UR - http://www.scopus.com/inward/record.url?scp=85056360382&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85056360382&partnerID=8YFLogxK

U2 - 10.1002/csr.1684

DO - 10.1002/csr.1684

M3 - Article

VL - 26

SP - 317

EP - 329

JO - Corporate Social Responsibility and Environmental Management

T2 - Corporate Social Responsibility and Environmental Management

JF - Corporate Social Responsibility and Environmental Management

SN - 1535-3966

IS - 2

ER -