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This quick guide is written to inspire designers, policy makers, company owners, employees, educators and students to change the linear economy into a circular economy by collaborating in local value chains. This guide explains the basics of circular economy, value chains and it gives practical tips for you to work with and practical examples to learn from. It is developed within the context of the Biocup project, part of the BIOCAS Interreg project supported by the North Sea Programme of the European Regional Development Fund of the European Union.
MULTIFILE
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.
MULTIFILE
This Impuls 2020 proposal of ArtEZ University of the Arts focuses on strengthening the institutional structure and organizational infrastructure of its Research and Outreach Unit, by developing and building ArtEZ Research & Outreach. ArtEZ Research & Outreach is a centralized research incubation and development space to facilitate the large communities of researchers at ArtEZ. Based on the portfolio of diverse practices, disciplinary competences, and domain expertise, it explores and develops common grounds for new ways of shared, de-disciplined research and outreach activities across the university and with relevant external partners and stakeholders. The 2 key areas in which Impuls-activities will be performed are: 1. Strategic Research Programming and Networking – Aligning expertise, combining research resources and developing strategic networks Our first objective is to define a long-term Strategic Research Program, to set the directions of urgent and future-proof research topics, directly related to needs and demands from internal (research, education) and external (societal, industrial) stakeholders, with the ambition to create maximum value and impact for researchers, students and professionals and preserving the power of art. This area also includes networking, to develop diverse multi-stakeholder consortia within and around the selected strategic research topics. Our objective is to create multi-lateral exchanges, bringing people together in diverse communities for building consortia to prepare for joint practices of research, impact, accountability, and intervention towards collective research development. 2. Professional Research Support Infrastructure We need to develop and professionalize our research support infrastructure to facilitate professors and researchers in preparing, performing and managing (organizationally and financially) their research projects. The ambition is to increase ArtEZ’ participation in projects for research in the arts, from networking to dissemination and implementation of the research results and output, by developing a strong and sustainable research portfolio and financing strategy.
