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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.

PurposeThe purpose of this paper is to critically examine the concept of multi-stakeholder partnerships in relation to the United Nations' sustainable development goals and propose a renewed multi-stakeholder partnerships framework that enables the implementation of the sustainable development goals.Design/methodology/approachThis paper employs an integrative review methodology to assess, critique and synthesize the extant literature on the multi-stakeholder partnerships and sustainable development goals.FindingsWe propose a conceptual framework of multi-stakeholder partnerships to support the sustainable development goals implementation. Thus, this paper contributes to the conceptual understanding of the multi-stakeholder partnerships mechanism that enhances the sustainable development goals implementation.Research limitations/implicationsWe propose a conceptual framework of multi-stakeholder partnerships to support the sustainable development goals implementation. Thus, this paper contributes to the conceptual understanding of the multi-stakeholder partnerships mechanism that enhances the sustainable development goals implementation.Originality/valueWe contend that this is one of the few early papers that contributes to the conceptual development of a collaborative multi-stakeholder partnerships paradigm by which such partnerships are formed and institutionalized among multiple interacting sectors to achieve the sustainable development goals.

Purpose This study investigates how cruise corporations, which have shown consistent and high growth rates in recent years, address the Sustainable Development Goal 17 (SDG17) “Partnership for the Goals” to meet the UN 2030 Agenda. This study aims to fill the existent gap in the literature, as also highlighted by practitioners in the First Research Conference on Tourism, through the lens of stakeholder theory. Design/methodology/approach This study focuses on the analysis of partnerships and collaborative governance of cruise corporations’ endeavours to meet the UN 2030 Agenda. This study is supported by the sustainability disclosure framework and stakeholder theory, based on the dependence of resources and descriptive and instrumental approaches to describe, analyse and map, through multi-stakeholder partnerships, the sustainability initiatives and practices adopted by cruise corporations. A systematic manual content analysis has been developed on sustainability reporting published by corporations. Findings According to the descriptive and instrumental approaches and the dependence resources construct of the stakeholder theory, this study highlights the typology and nature of partnerships with SDGs, and their strategic role in achieving them, although cruise corporations do not highlight in their sustainability reporting the measures of effectiveness regarding the relationship between single partnerships and targets reached for each SDG. Practical implications Recommendations at the managerial level are put forward to support cruise corporations’ initiatives and practices to meet UN 2030 Agenda. This study suggests to governors of corporations the cooperation between the cruise industry and institutions at the local, national and international levels for promoting institutional interventions at the infrastructure and economic level. Originality/value This study provides further insights into the under-researched topic of sustainability disclosure within the cruise industry, adopting the lens of stakeholder theory from the partnerships’ perspective. To the best of the authors’ knowledge, this is the first study to adopt the analysis of the SDG practices under the lens of the stakeholder theory, based on the dependence of resources and descriptive and instrumental approaches to identify, map and analyse the multi-stakeholder partnerships as an enabling key to meet UN 2030 Agenda in the cruise industry.

The role to be played by multi-stakeholder partnerships in addressing the ‘wicked problems’ of sustainable development is made explicit by the seventeenth Sustainable Development Goal. But how do these partnerships really work? Based on the analysis of four sustainability-oriented innovation initiatives implemented in Belgium, Italy, Germany, and France, this study explores the roles and mechanisms that collaborating actors may enact to facilitate the pursuit of sustainable development, with a particular focus on non-profit organizations. The results suggest that collaborative innovations for sustainability contribute simultaneously to the fulfilment of different Sustainable Development Goals, reaching beyond their original intent, and that the value being created has the potential to reinforce such roles and mechanisms. These partnerships are prompted and managed by non-profit organizations that act as metagovernors of collaborative innovation processes as they play the roles of cultural spreaders, enablers, relational brokers, service provides, and influencers. These findings will help policy-makers and practitioners in the public and non-profit sector to identify and utilize emerging opportunities for value creation through collaborative innovation, and to better design existing and prospective collaborative efforts aimed at sustainable objectives, thereby supporting progress towards the implementation of Agenda 2030.

While multi-stakeholder partnerships are emerging as an increasingly popular approach to address grand challenges, they are not well studied or understood. Such partnerships are rife with difficulties arising from the fact that actors in the partnership have different understandings of the grand challenge based on meaning systems which have distinct and often opposing assumptions, values, and practices. Each partnership actor brings with them their individual values as well as the values and work practices of their home organization’s culture, alongside the wider meaning systems present within the sectoral spaces in which each organization is situated—public, private, or nonprofit. Yet, there is little understanding of how actors in multi-stakeholder partnerships negotiate multi-level meaning systems to reach partnership goals. In this 16-month ethnographic study, we take up a negotiated culture perspective to holistically examine the negotiation of multi-level meaning related to a focal grand challenge in a multi-stakeholder partnership established to end homelessness in Western Canada. Based on our findings, we contribute a process model to explain the ongoing negotiation of multi-level meanings in multi-stakeholder partnerships working to address grand challenges.

This paper examines organizational use of the United Nations’ Sustainable Development Goals (SDGs) and why private organizations are using multi-stakeholder SDG platforms as a strategic tool for achieving the goals. Whereas the SDGs’ predecessors, the Millennium Development Goals (MDGs), were specifically formulated for governmental adoption, the SDGs stand apart in inviting diverse stakeholders, including private industry, to participate in sustainable development. Literature is emerging about how private industry can engage in the SDG framework. We aim to contribute to the sustainability and cross-sector partnership literatures by examining the motivations of organizations that partner into SDG platforms. This research started as an exploratory study to understand how corporations use the SDGs strategically, and we identified platforms as a means of strategic corporate engagement with the SDGs. Our findings are based on semi-structured interviews and documents, and they focus on four Danish SDG platforms: UNLEASH, Hello Science, Fra Filantropi til Forretning (From Philanthropy to Business), and the SDG Accelerator. The findings suggest that speed, impact, and scaling of SDG innovations are features of SDG platforms that motivate cross-sector, boundary-spanning collaboration. We suggest that the larger ambition of the platforms is to shift the value framing from profit outputs to SDG impacts and outcomes, ultimately imagined as a business landscape based on SDG innovation; and we propose a model to reflect the SDG platform process structure.

Type of the article: Research Article AbstractThis study investigates how networking capabilities shape collaborative engagement, healthcare ecosystem development, and stakeholder partnerships among local primary clinics in Indonesia, a sector facing persistent resource and connectivity constraints. Using a quantitative survey of 370 clinic managers across the archipelago, we applied partial least squares structural equation modelling (PLS-SEM) to test the hypothesized relationships. The findings reveal that networking capabilities significantly enhance collaborative engagement (β = 0.727, p < 0.001), strengthen the healthcare ecosystem (β = 0.677, p < 0.001), and improve stakeholder partnership effectiveness (β = 0.296, p < 0.001). Both collaborative engagement and healthcare ecosystem quality further contribute positively to partnership outcomes, with the model explaining 58.7% of the variance. The results conclude that primary clinics with stronger networking capabilities are more likely to integrate into broader healthcare ecosystems and build effective, trust-based stakeholder partnerships. In practical terms, this study highlights the importance of clinic managers investing in relationship-building, multisectoral collaboration, and knowledge-sharing platforms, while policymakers are encouraged to support these efforts through regulations and incentives that connect clinics to wider healthcare networks.

Partnerships are essential to delivering the transformational change demanded by the Sustainable Development Goals (SDG) and essential to achieving Agenda 2030. It is therefore necessary to strengthen the partnering capacity of different types of organizations so they can collaborate in multi-stakeholder partnerships. However, partnership working can be costly in terms of time and other resources and is complex. Given the urgency and importance of sustainable development, illustrated by the recent pandemic and social unrest around inequity, we focused on the creation of a partnership that became effective quickly and was able to deliver societal impact at scale. Using a case study approach, the transformational potential and the early stages of “El día después” (in English, “The day after”) were analyzed as it represents a multi-stakeholder partnership forged to frame an SDG-oriented collaborative response to the COVID-19 crisis in Spain. El día después is defined as a partnership incubator, a space where public administrations interact under conditions of equivalence with all the other stakeholders, where private companies can link their innovation processes to other SDG-committed actors and social needs and where the academic sector can participate in a sustained dialogue oriented to the action. Our findings reveal that in order to catalyze the co-creation process and achieve systemic change through a set of connected multi-stakeholder initiatives, a very flexible collaborative arrangement is required, with all partners acting as facilitators. In this way, a solid interdisciplinary team is created, united around a shared vision, with trust-based relationships and a common identity fueling impact-oriented projects targeted to advance the SDGs.

Purpose To investigate the effects of supply chain (SC) distance on sustainability adoption, this study aims to advance the way prior studies on SC sustainability presume that SC structures are well-developed and stable. Since SC members face structural voids in different regions, we recognize that the information flow is impacted as SC partners often have limited knowledge of their direct partners. Thus, by studying a multi-stakeholder partnership, this article sheds light on the institutional foundation of sustainability adoption issues largely neglected to date. Design/methodology/approach A qualitative case study was used with members of an MSP (i.e. a roundtable), to understand the beef SC located in Brazil. Overall, 18 h of interview recordings and notes from 18 h of meeting observations were gathered, equaling 36 h of primary data. Findings Four dimensions of SC distance (physical, organizational, cultural and institutional) were identified, generating three driving effects on symbolic sustainability adoption and, consequently, a degree of invisibility for beef SC members. The results explain the process of sustainability adoption and highlight that smaller and more upstream suppliers show lower degrees of substantive adoption of SC sustainability practices. Originality/value This study investigates how SC distance affects the alignment of SC members in terms of sustainability adoption. By providing reflections on how institutional distance can hinder suppliers from adopting sustainability requirements they received from the SC, this research contributes to shifting from sustainability discourse to real practice and proactive partner engagement.

Rapid economic development has led to an overwhelming surge in waste generation, demanding urgent and comprehensive waste management solutions, particularly in developing countries. Source separation is a critical and indispensable step in integrated waste management and is featured as a government-led pattern in general. However, its implementation challenges persist in many cities because of complex waste systems and a lack of multi-stakeholder partnerships. Since there is a paucity of empirical research focusing specifically on the recycling business, this study presents a case study of HUGE Recycling, operating in Yuhang District, Hangzhou, China, to explore the effectiveness of a business-driven, multi-stakeholder partnership model in promoting source separation. The paper reveals that the recycling business plays a significant role in bridging the gap between local governments, residents, and the recycling industry and identifies some key factors in the business-driven, multi-stakeholder cooperative partnership model, fulfilling the requirements of multi-stakeholders. This case fosters collaboration between local governments, residents, and the recycling industry, encouraging active participation and alleviating the government’s burden. The findings highlight the potential applicability of the HUGE Recycling Model to waste management in resource-constrained developing countries for better resource management.