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

MacDonald, Adriane, Clarke, Amelia, Huang, Lei, Seitanidi, Maria May (2019) Partner Strategic Capabilities for Capturing Value from Sustainability-Focused Multi-Stakeholder Partnerships. Sustainability, 11 (3). p. 557. ISSN 2071-1050. (doi:10.3390/su11030557)

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Abstract

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.

Item Type: Article
DOI/Identification number: 10.3390/su11030557
Uncontrolled keywords: Community sustainability plans; cross-sector social partnership; Local Agenda 21; multi-stakeholder partnerships; partner outcomes; resource-based view theory; strategic capabilities; sustainable development
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Faculties > Social Sciences > Kent Business School > International Business and Strategy
Depositing User: M. May Seitanidi
Date Deposited: 03 Feb 2019 17:22 UTC
Last Modified: 15 Jul 2019 11:01 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/72131 (The current URI for this page, for reference purposes)
Seitanidi, Maria May: https://orcid.org/0000-0002-7190-7043
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