Inter-organizational arrangements that aim to address social and environmental “grand challenges” often take the form of multi-stakeholder initiatives (MSIs) (also cross-sector partnerships or collaborations). Grand challenges -- problems characterized by knowledge uncertainty, dynamic complexity and value conflict -- require diverse organizations to join forces to resolve them. MSIs are complex and dynamic arrangements due to the constant change occurring in the external environment and in the dynamics of the collaboration, as each participating organization may have very different frames of reference and interests that impede action and continuity. Scholars have long recognized the tensions of conflicting logics that are inherent in MSIs and the challenges that MSIs face in reconciling incongruent organizational identities, goals or shared visions. Accordingly, MSIs need facilitators (i.e., ‘orchestrators’) to navigate the persistent and pervasive challenges of both reconciling conflicting logics and using complementary logics in such a way that the collaboration achieves collective goals. Our study examines how MSI orchestrators work to meet this challenge by shaping and shifting cognitive frames in the context of a mature organizational field. We investigate the mechanisms used to enable cognitive shifts in logic and highlight the role of orchestration in enacting frame shifts. Empirically, we examine an MSI in the apparel industry that aims to guide retailers and fashion brands in the implementation of recommerce and rental business models, thereby pushing the textile and apparel industry from linear to regenerative and circular use of textile resources. We identify several frames from the perspective of diverse stakeholders and uncover the four mechanisms that orchestrators use to influence frame shifts. We also see from our findings that orchestrators efforts to influence and navigate frame shifting is both emergent and planned as they attempt to navigate and manage the tensions and complexity that arise in multi-stakeholder initiatives focused on sustainability challenges.
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Philanthropy is on the rise in the Dutch visual arts. Fat cash prizes, big-name exhibitions, large-scale renovations, spectacular public artworks, and big scandals are changing the public display of art and undermining the democratic governance of art institutions. While some have critiqued the patron's rise to power, the majority of the art world remains silent, muted by a combination of ignorance and self-censorship. How can we overcome this deadlock and start cultivating a healthy public debate?
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This article explores the establishment of new commons initiatives from an integrated design perspective. Such a deeper understanding of the initial phase of becoming a commons -i.e. becommoning- and its design is crucial as members embark on a laborious, time-consuming and uncertain process in which they need to make critical design choices for their future commons. The design perspective is brought forward by the collective creation through which group values are explicated, the communal resource and its governance take shape and conditions are forged for the commons to emerge. So, the study presents the ‘becommoning’ framework as a first exploration for such a designerly approach to identify the steps and activities communities need to make at the very begin to start unfolding their initiative. The framework is applied in a case study, namely, for exploring the design of housing commons and related genres like cohousing, residential communities that are recognized as microlaboratories offering general insights for pursuing alternative societal models.
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