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

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...

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Bibliographic Details
Published in:Corporate social-responsibility and environmental management 2019-03, Vol.26 (2), p.317-329
Main Authors: Hille, Iteke, Bakker, Frank G.A., Ferguson, Julie E., Groenewegen, Peter
Format: Article
Language:English
Subjects:
Business administration
Case studies
collaboration
convening
cross‐sector social partnerships (CSSPs)
Environmental management
Humanities and Social Sciences
organizational change
paradox theory
Partnerships
Social responsibility
Sustainability
sustainable development
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Summary: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.
ISSN:1535-3958
1535-3966
DOI:10.1002/csr.1684