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Collaborating with competitors ... 5 tips to managing competition in multi-stakeholder collaborations

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Ecocentric education

Ecocentrism has roots in environmental philosophy, which questions the conceptual dichotomy between humans and the environment, acknowledging nonhuman species' right to flourish independently of human interest (Naess 1973). Generally, ecocentrism refers to a planet- and nature-centered as opposed to the human-centered (anthropocentric) system of values. Inspired by this philosophy, ecocentric education focuses on intrinsic values of the ecosystem, environment, and individual living beings and habitats in environmental education (EE) and education for sustainable development (ESD). https://rd.springer.com/referencework/10.1007/978-3-319-63951-2 LinkedIn: https://www.linkedin.com/in/helenkopnina/

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Cross-Sector Partnerships for Sustainability: How Mission-Driven Conveners Drive Change in National Coffee Platforms

Nonprofit organizations (NPOs) have deployed various strategies in motivating businesses to source sustainably, such as the co-development and promotion of sustainability certification and direct collaboration in cross-sector partnerships (CSPs). This is an important current-day priority, given the ambitions set out in the Sustainable Development Goals (SDGs). Increasingly, NPOs have taken up a role as conveners of such CSPs. Research on CSPs has, to date, often considered conveners as a ‘resource’ to the CSP, contributing to its effectiveness. In this study, we shift the focus towards the convener by considering a case of a ‘mission-driven convener’, an NPO that initiates CSPs as a strategy to realize its own sustainability objectives. Our explorative case study—comparing the NPO’s efforts across six countries in setting up national coffee platforms—reviews the concept of a mission-driven convener vis-à-vis established notions on convening and identifies which strategies it applies to realize a CSP. These strategies comprise productively combining certification-driven efforts with CSPs, combining process and outcomes of CSPs, and drawing on cross-level dynamics derived from outsourcing of convening work to local actors. With our study, we contribute to research on CSP conveners by offering an alternative interpretation to the relation between the CSP and the convener, attributing more agency to the convener as a mission-driven organization. Strengthening our understanding of CSPs and conveners is an important means to advance the Sustainable Development Goals (SDGs).

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Cross-Sector Partnerships for Sustainability: How Mission-Driven Conveners Drive Change in National Coffee Platforms

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Discussing Practical and Educational Challenges in Teaching Circular Economy

Increasingly, entrepreneurial growth is discussed in relation to business sustainability and the wider questions of ‘growth’ – economic, green, or sustainable. This chapter will discuss the challenges and opportunities of teaching circular economy and Cradle to Cradle (C2C) models of sustainable production. The course applying circular economy theory to corporate case studies at the liberal arts college in The Netherlands will be discussed. Students were given the assignment to advise an existing company how to make a transition from a linear to circular economy model. https://doi.org/10.1108/978-1-78714-501-620171028 LinkedIn: https://www.linkedin.com/in/helenkopnina/

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Discussing Practical and Educational Challenges in Teaching Circular Economy

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Boardroom dynamics of two-tier boards

This study explores how non-executive directors are challenged by management while they seek to improve the effectiveness of supervisory boards in the Netherlands. A combination of semi-structured interviews and a questionnaire among non-executive directors indicates that supervisory board members mainly experience boardroom challenges in three core areas: the ability of non-executive directors to ask management critical questions, information asymmetries between the management and supervisory boards and the management of the relationship between individual executive and non-executive directors. The qualitative in-depth analysis reveals the complexity of the main contributing factors to problems in the boardroom as well as the range of process and social interventions non-executive directors use to address boardroom issues. The findings highlight the need to better understand boardroom processes and the need of non-executive directors to carefully manage relationships in and around the boardroom.

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Competitive advantage, what does it really mean?

Competitive advantage is probably the most popular business concept today (Mooney, 2007). This article aims to investigate critically the discourse on competitive advantage, as expressed by business literature, by locating its meanings in the public higher education sector. This research reveals that people working within the HEIs have given broader and more diversified meanings to this concept, which are partly due to the message received from external environment, and partly because of the influence of professional settings in which they function. By studying these diversified meanings, 13 elements are identified in constructing the competitive advantages of higher education institutions. Furthermore, the importance of each element is rated and ranked which enables us to assess the quantitative significance. The clarification of this container concept “competitive advantage” leads to the conclusion that the business way of defining of competitive advantage should be critically reviewed and verified in the context of public higher education sector, because the competition in the public education market is different from the normal market competition defined by the business literature.

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The Role of Coopetition on Innovation, Value Creation and Value Capture

Coopetition (simultaneous competition and collaboration between firms) is an important driver for innovation, as competing organizations benefit from pooling resources and ideas for new products, processes and achieving benefits such as collective reputation. However, a key issue facing such relationships is the notion of value creation and capture–how does value get created and distributed amongst competing partners. This issue becomes increasingly salient when the coopetition includes multiple actors and common pool resources such as land and water. In this symposium, we bring together scholars who are investigating coopetition between different actors such as direct competitors, actors from the same industry, and organizations sharing similar collective goals such as sustainable manufacturing. In showcasing this diversity of context we shed light on the notion of value creation and capture in coopetitive relationships.

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Strategies of multilateral coopetition: Experienced tensions and coopetition capabilities

Prior work has focused on understanding coopetition tensions and response in bilateral coopetitions. Even though multilateral coopetitions are prevalent in practice they have not been fully studied in terms of coopetition tensions and their management. This omission is problematic. Multilateral coopetitions can complement what we know in prior work because they are inherently complex with multiple actors and greater coordination needs. Hence, we asked: how are tensions experienced and managed in multilateral coopetitions? We answer this question by drawing on 31 interviews and archival data from seven multilateral coopetitions. We found three types of multilateral coopetitions comprising member companies and independent central coordinating organization. We show that actors within each coopetition type experience tensions differently and have varied capabilities to manage these tensions. Our contribution is twofold. First, we complement insights from prior work by opening the black box of coopetition tensions to show that not all coopetition tensions are salient for actors within and across coopetitions. Second, unlike prior work that locates capabilities within focal firms, we show that coopetition capabilities are dispersed across actors, which has implications for value creation and capture.

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Strategies of multilateral coopetition: Experienced tensions and coopetition capabilities

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Strategies of multilateral coopetition for sustainability

Prior work has focused on understanding coopetition tensions and response in bilateral coopetitions. Even though multilateral coopetitions are prevalent in practice they have not been fully studied in terms of coopetition tensions and their management. This omission is problematic. Multilateral coopetitions can complement what we know in prior work because they are inherently complex with multiple actors and greater coordination needs. Hence, we asked: how are tensions experienced and managed in multilateral coopetitions? We answer this question by drawing on 31 interviews and archival data from seven multilateral coopetitions in the context of sustainability. We found three types of multilateral coopetitions comprising member companies and independent central coordinating organization. We show that actors within each coopetition type experience tensions differently and have varied capabilities to manage these tensions. Our contribution is twofold. First, we complement insights from prior work by opening the black box of coopetition tensions to show that not all coopetition tensions are salient for actors within and across coopetitions. Second, unlike prior work that locates capabilities within focal firms, we show that coopetition capabilities are dispersed across actors, which has implications for value creation and capture.

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Products 16

Collaborating with competitors ... 5 tips to managing competition in multi-stakeholder collaborations

Ecocentric education

Cross-Sector Partnerships for Sustainability: How Mission-Driven Conveners Drive Change in National Coffee Platforms

Discussing Practical and Educational Challenges in Teaching Circular Economy

Boardroom dynamics of two-tier boards

Competitive advantage, what does it really mean?

The Role of Coopetition on Innovation, Value Creation and Value Capture

Strategies of multilateral coopetition: Experienced tensions and coopetition capabilities

Strategies of multilateral coopetition for sustainability

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Products 16

Collaborating with competitors ... 5 tips to managing competition in multi-stakeholder collaborations

Ecocentric education

Cross-Sector Partnerships for Sustainability: How Mission-Driven Conveners Drive Change in National Coffee Platforms

Discussing Practical and Educational Challenges in Teaching Circular Economy

Boardroom dynamics of two-tier boards

Competitive advantage, what does it really mean?

The Role of Coopetition on Innovation, Value Creation and Value Capture

Strategies of multilateral coopetition: Experienced tensions and coopetition capabilities

Strategies of multilateral coopetition for sustainability