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

I. van Hille; F.G.A. de Bakker; J.E. Ferguson; Peter Groenewegen

doi:10.1002/csr.1684

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

I. van Hille, F.G.A. de Bakker, J.E. Ferguson, Peter Groenewegen

Research output: Contribution to Journal › Article › Academic › peer-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.

Original language	English
Pages (from-to)	317-329
Number of pages	13
Journal	Corporate Social Responsibility and Environmental Management
Volume	26
Issue number	2
Early online date	Nov 2018
DOIs	https://doi.org/10.1002/csr.1684
Publication status	Published - 1 Mar 2019

Funding

We would like to thank our respondents and FSC‐NL for their participation. Earlier versions of this paper have been presented at EGOS, and at research seminars in Amsterdam, Madrid, and Edinburgh. Thanks to the participants in these events and to Frank den Hond and Shaz Ansari for helpful comments. This study was supported by a Research Talent grant from the Netherlands Organization for Scientific Research (NWO; Grant No. 406‐14‐066). We would like to thank our respondents and FSC-NL for their participation. Earlier versions of this paper have been presented at EGOS, and at research seminars in Amsterdam, Madrid, and Edinburgh. Thanks to the participants in these events and to Frank den Hond and Shaz Ansari for helpful comments. This study was supported by a Research Talent grant from the Netherlands Organization for Scientific Research (NWO; Grant No. 406-14-066).

Funders	Funder number
FSC-NL
Netherlands Organization for Scientific Research
Nederlandse Organisatie voor Wetenschappelijk Onderzoek	406‐14‐066

Keywords

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

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

Access to Document

10.1002/csr.1684Licence: CC BY-NC

Persistent URL (handle)

Persistent link

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 literatures on 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 = mar,

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",

}

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 literatures on 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 literatures on 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 - https://www.scopus.com/pages/publications/85056360382

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

U2 - 10.1002/csr.1684

DO - 10.1002/csr.1684

M3 - Article

SN - 1535-3966

VL - 26

SP - 317

EP - 329

JO - Corporate Social Responsibility and Environmental Management

JF - Corporate Social Responsibility and Environmental Management

IS - 2

ER -

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

Abstract

Funding

Keywords

UN SDGs

Access to Document

Persistent URL (handle)

Other files and links

Fingerprint

Cite this