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A significant number of studies have assessed the impact of medical tourism from economic, technological and social perspectives. Few studies, however, have explored the development of the medical tourism sector from a sustainability perspective. This research brings a sustainability lens to medical tourism by extending Hart and Milstein’s framework (2003) for creating sustainable business value to advance the development of sustainable medical tourism facilities. To inform the analysis, the study conducted nine semi-structured interviews with members of the Jordan Medical Tourism Network (JMTN). Interview results confirmed the primary factors that motivate medical tourists, and characteristics of a sustainable medical tourism facility. The research provides insights on how sustainability is a driver of medical tourists’ decisions and a core aspect to be managed. The study also provides direction to advance sustainable medical tourism facilities in Jordan with replicability in other jurisdictions. The research proposes a path for medical tourism facilities to play further roles in their contribution to sustainable development by introducing a framework that aims to integrate four business strategies for establishing sustainable value through the integration of stakeholders’ interests and environmental practices.
Durgham Darwazeh; Amelia Clarke; Jeffrey Wilson. Framework for Establishing a Sustainable Medical Facility: A Case Study of Medical Tourism in Jordan. World 2021, 2, 351 -373.
AMA StyleDurgham Darwazeh, Amelia Clarke, Jeffrey Wilson. Framework for Establishing a Sustainable Medical Facility: A Case Study of Medical Tourism in Jordan. World. 2021; 2 (3):351-373.
Chicago/Turabian StyleDurgham Darwazeh; Amelia Clarke; Jeffrey Wilson. 2021. "Framework for Establishing a Sustainable Medical Facility: A Case Study of Medical Tourism in Jordan." World 2, no. 3: 351-373.
This study qualitatively explores eight cases of best practice cities that are leading the way towards deep decarbonization. Local governments and stakeholders are developing short-term strategies and long-term pathways towards deep decarbonization at the local level but are struggling to determine effective actions. In this article, we examine cities pursuing deep decarbonization to provide insights into the strategies and governance structures that eight leading local governments are using to develop and implement deep decarbonization plans. The cases are in Canada (Bridgewater, Guelph, Vancouver and Toronto), the USA (Park City and New York City), Finland (Lahti), and Norway (Oslo) and range from very small (8.4 thousand people) to very large (9.6 million people). For each city, their implementation strategies are detailed under four categories: engagement; green economy; policy tools; and financial tools. Governance mechanisms and modes are explained regarding coordination; oversight and reporting; communication; multi-level integration; cross-sector collaboration; funding, and mode. While a number of these approaches and tools have been identified in previous research and grey literature, the findings show that leading local government plans continue to develop innovative strategies on their own and also share their successes with other communities through transnational networks. The cases examined in this study are moving beyond the incremental approach to mitigating greenhouse gases and are innovating to find applied methods for achieving transformative change. The findings from this study are useful for practitioners and academics working on climate mitigation, strategy implementation, cross-sector partnerships, and sustainable cities.
Samantha Linton; Amelia Clarke; Laura Tozer. Strategies and Governance for Implementing Deep Decarbonization Plans at the Local Level. Sustainability 2020, 13, 154 .
AMA StyleSamantha Linton, Amelia Clarke, Laura Tozer. Strategies and Governance for Implementing Deep Decarbonization Plans at the Local Level. Sustainability. 2020; 13 (1):154.
Chicago/Turabian StyleSamantha Linton; Amelia Clarke; Laura Tozer. 2020. "Strategies and Governance for Implementing Deep Decarbonization Plans at the Local Level." Sustainability 13, no. 1: 154.
Sustainable development has been a local public policy concern for nearly three decades. Accordingly, the demand for hiring sustainability professionals is increasing within local governments. However, the job of a municipal sustainability manager is notably understudied as extant literature provides little clarity on who fills these positions, what their job entails, and how they perform their job. This article seeks to address these important research questions by examining the qualifications (who), job responsibilities and work activities (what), as well as the sustainability management competencies that experienced professionals identify as most valuable for performing their sustainability manager job (how). Twenty-six sustainability professionals employed by twenty-five different municipalities across Canada were interviewed. Our results contribute to the public administration literature by providing foundational information on an understudied job that is increasingly important to public performance. Moreover, our findings contribute to the public performance and sustainability management literatures by surfacing eleven competencies linked to sustainability management. Ultimately, this article presents a detailed assessment of the specific job of a municipal sustainability manager from the perspective of incumbents who have demonstrated job performance; thus contributing salient information for continued progress toward achieving more sustainable cities and communities (Sustainable Development Goal #11).
Adriane Macdonald; Amelia Clarke; Eduardo Ordonez-Ponce; Ziqi Chai; Jordan Andreasen. Sustainability Managers: The Job Roles and Competencies of Building Sustainable Cities and Communities. Public Performance & Management Review 2020, 43, 1413 -1444.
AMA StyleAdriane Macdonald, Amelia Clarke, Eduardo Ordonez-Ponce, Ziqi Chai, Jordan Andreasen. Sustainability Managers: The Job Roles and Competencies of Building Sustainable Cities and Communities. Public Performance & Management Review. 2020; 43 (6):1413-1444.
Chicago/Turabian StyleAdriane Macdonald; Amelia Clarke; Eduardo Ordonez-Ponce; Ziqi Chai; Jordan Andreasen. 2020. "Sustainability Managers: The Job Roles and Competencies of Building Sustainable Cities and Communities." Public Performance & Management Review 43, no. 6: 1413-1444.
Addressing society’s most complex challenges, such as climate change, requires bringing together stakeholders from the business, government, and nonprofit sectors. At the municipal level, multi-stakeholder partnerships are often formed to implement community sustainability plans. However, these partnerships can create new challenges, as it is cumbersome to coordinate action among a group that is made up of such diverse stakeholders. Past research suggests that it is important for these partnerships to have the appropriate structures in place to mitigate some of the coordination challenges to which they are prone. Yet, very few studies have examined the influence that different structural features have on plan outcomes. This article seeks to address this important research gap by using quantitative methods to examine five different features that can compose partnership structures—oversight, monitoring and evaluation, partner engagement, communication, and community wide-actions and their impact on climate change mitigation outcomes. Based on data collected through a global survey and publicly available greenhouse gases emission data from 72 different partnerships that implement community sustainability plans (CSPs), this study finds that structural features related to oversight and community-wide actions are positively associated with climate change mitigation outcomes. These results indicate that certain features of partnership structures may be more important for achieving desirable climate change mitigation outcomes, and thus contribute to research on collaborative governance structures and climate action.
Xinyu Sun; Amelia Clarke; Adriane MacDonald. Implementing Community Sustainability Plans through Partnership: Examining the Relationship between Partnership Structural Features and Climate Change Mitigation Outcomes. Sustainability 2020, 12, 6172 .
AMA StyleXinyu Sun, Amelia Clarke, Adriane MacDonald. Implementing Community Sustainability Plans through Partnership: Examining the Relationship between Partnership Structural Features and Climate Change Mitigation Outcomes. Sustainability. 2020; 12 (15):6172.
Chicago/Turabian StyleXinyu Sun; Amelia Clarke; Adriane MacDonald. 2020. "Implementing Community Sustainability Plans through Partnership: Examining the Relationship between Partnership Structural Features and Climate Change Mitigation Outcomes." Sustainability 12, no. 15: 6172.
Cross-sector social partnerships (CSSPs) are relevant units of analysis for understanding sustainable business models (SBMs). This research examines how organizations value their motivations to participate in large sustainability-focused partnerships, how they perceive the value captured, and their structures implemented to address sustainability partnerships. Two hundred and twenty-four organizations partnering within four large sustainability CSSPs were surveyed using an augmented resource-based view (RBV) theoretical framework. Results show that partners were motivated by and captured value related to sustainability-, organizational-, and human-oriented resources, and that organizations prefer more informal than formal structural elements to implement their partnerships’ sustainability strategies. Contributions to SBM and CSSP fields are revealed. SBM thinking is a provocation toward seeking integrated sustainable value creation, helping show the value of large CSSPs. Conversely, by conceiving of large, pluralistic CSSPs as “collaborative SBMs,” we extend the idea of the “business model” to the societal level, exploring how value is captured in partnership.
Eduardo Ordonez-Ponce; Amelia C. Clarke; Barry A. Colbert. Collaborative Sustainable Business Models: Understanding Organizations Partnering for Community Sustainability. Business & Society 2020, 60, 1174 -1215.
AMA StyleEduardo Ordonez-Ponce, Amelia C. Clarke, Barry A. Colbert. Collaborative Sustainable Business Models: Understanding Organizations Partnering for Community Sustainability. Business & Society. 2020; 60 (5):1174-1215.
Chicago/Turabian StyleEduardo Ordonez-Ponce; Amelia C. Clarke; Barry A. Colbert. 2020. "Collaborative Sustainable Business Models: Understanding Organizations Partnering for Community Sustainability." Business & Society 60, no. 5: 1174-1215.
Organizations partner for strategic reasons and sustainability is a strategic opportunity. However, organizations' strategic engagement in sustainability partnerships has been mainly qualitatively studied. This research aims to determine if structures, a key component of the strategy, are implemented within organizations when joining sustainability partnerships, whether organizational structures mediate between goals and outcomes achieved from partnering, if highly structured organizations achieve highly valued outcomes, and if organizational structures differ according to the sector. Data from 224 organizations from the public, civil society, and private sectors partnering in large cross‐sector partnerships for the sustainability of four cities were collected and quantitatively analyzed finding that structures are implemented by organizations when partnering for sustainability, that is, sustainability partnerships are strategic; structures do not mediate between goals and outcomes; being highly structured is not enough for accomplishing valuable outcomes; and informal structural features are the most implemented by organizations, with public sector organizations differing from other sectors.
Eduardo Ordonez‐Ponce; Amelia Clarke. Sustainability cross‐sector partnerships: The strategic role of organizational structures. Corporate Social Responsibility and Environmental Management 2020, 27, 2122 -2134.
AMA StyleEduardo Ordonez‐Ponce, Amelia Clarke. Sustainability cross‐sector partnerships: The strategic role of organizational structures. Corporate Social Responsibility and Environmental Management. 2020; 27 (5):2122-2134.
Chicago/Turabian StyleEduardo Ordonez‐Ponce; Amelia Clarke. 2020. "Sustainability cross‐sector partnerships: The strategic role of organizational structures." Corporate Social Responsibility and Environmental Management 27, no. 5: 2122-2134.
Universities are central players and important economic actors in many regions, and many of them are, in general, nationally and internationally active in respect of matters related to sustainable development. But there is a paucity of research which examines their contributions towards sustainability efforts at the local level, i.e. in the places they are situated. This paper addresses this need, by reporting on a qualitative study deploying a Matrix, which allows an analysis and reporting of regional sustainable development initiatives of a set of 22 universities in industrialised and developing countries. Recommendations to enhance their role are provided, including the importance of pursuing partnerships and joint initiatives, understanding the need of local communities, and making their know-how more widely available. The scientific value of this research is related to the understanding of how the interaction between universities and local communities happens and by shedding light to this topic, it supports universities to improve their own actions. Its implications are two-fold: it demonstrates the potential of universities as local players and outlines the range of activities they may engage with, and which may allow them to act as pillars to local sustainability initiatives.
Walter Leal Filho; Valeria Ruiz Vargas; Amanda Lange Salvia; Luciana Londero Brandli; Eric Pallant; Maris Klavins; Subhasis Ray; Sara Moggi; Marija Maruna; Elisa Conticelli; Martin Amogre Ayanore; Vesela Radovic; Bhumika Gupta; Salil Sen; Arminda Paço; Eleni Michalopoulou; Fiffy Hanisdah Saikim; Hock Lye Koh; Fernanda Frankenberger; Wasan Kanchanamukda; Dênis Antônio da Cunha; Noor Adelyna Mohammed Akib; Amelia Clarke; Tony Wall; Mentore Vaccari. The role of higher education institutions in sustainability initiatives at the local level. Journal of Cleaner Production 2019, 233, 1004 -1015.
AMA StyleWalter Leal Filho, Valeria Ruiz Vargas, Amanda Lange Salvia, Luciana Londero Brandli, Eric Pallant, Maris Klavins, Subhasis Ray, Sara Moggi, Marija Maruna, Elisa Conticelli, Martin Amogre Ayanore, Vesela Radovic, Bhumika Gupta, Salil Sen, Arminda Paço, Eleni Michalopoulou, Fiffy Hanisdah Saikim, Hock Lye Koh, Fernanda Frankenberger, Wasan Kanchanamukda, Dênis Antônio da Cunha, Noor Adelyna Mohammed Akib, Amelia Clarke, Tony Wall, Mentore Vaccari. The role of higher education institutions in sustainability initiatives at the local level. Journal of Cleaner Production. 2019; 233 ():1004-1015.
Chicago/Turabian StyleWalter Leal Filho; Valeria Ruiz Vargas; Amanda Lange Salvia; Luciana Londero Brandli; Eric Pallant; Maris Klavins; Subhasis Ray; Sara Moggi; Marija Maruna; Elisa Conticelli; Martin Amogre Ayanore; Vesela Radovic; Bhumika Gupta; Salil Sen; Arminda Paço; Eleni Michalopoulou; Fiffy Hanisdah Saikim; Hock Lye Koh; Fernanda Frankenberger; Wasan Kanchanamukda; Dênis Antônio da Cunha; Noor Adelyna Mohammed Akib; Amelia Clarke; Tony Wall; Mentore Vaccari. 2019. "The role of higher education institutions in sustainability initiatives at the local level." Journal of Cleaner Production 233, no. : 1004-1015.
This study aims to provide social marketers and researchers with some innovative perspectives on the application of social media in disseminating and promoting new sustainability knowledge to targeted audiences including academics, community sustainability stakeholders, and policy-makers. An online survey was used to examine the audiences’ attitudes of and motivations for engaging in LinkedIn and Twitter sites that disseminate sustainability knowledge. Also, the fact-based measurements from LinkedIn and Twitter showing the participants’ reactions to the contents and formats were analyzed. The results suggest that the infographics message format received the highest engagement and response rates. Participants used Twitter to obtain general sustainability knowledge while being engaged in LinkedIn for specific advice on the implementation of community sustainability plans.
Lei Huang; Amelia Clarke; Natalie Heldsinger; Wen Tian. The communication role of social media in social marketing: a study of the community sustainability knowledge dissemination on LinkedIn and Twitter. Journal of Marketing Analytics 2019, 7, 64 -75.
AMA StyleLei Huang, Amelia Clarke, Natalie Heldsinger, Wen Tian. The communication role of social media in social marketing: a study of the community sustainability knowledge dissemination on LinkedIn and Twitter. Journal of Marketing Analytics. 2019; 7 (2):64-75.
Chicago/Turabian StyleLei Huang; Amelia Clarke; Natalie Heldsinger; Wen Tian. 2019. "The communication role of social media in social marketing: a study of the community sustainability knowledge dissemination on LinkedIn and Twitter." Journal of Marketing Analytics 7, no. 2: 64-75.
As social and ecological problems escalate, the role of collective capacity and knowledge is becoming more critical in reaching solutions. This capacity and knowledge are dispersed among diverse stakeholder organizations. Thus, organizations in the private, public and civil society sectors are experiencing pressure to address these complex challenges through collaborative action in the form of multi-stakeholder partnerships. One major challenge to securing and maintaining partner engagement in these voluntary collaborative initiatives is defining the value proposition for prospective and existing partner organizations. Understanding the relationship between different forms of partner involvement and the subsequent resources that partners stand to gain is necessary to articulate the value proposition of the partnership to partners. This study conducts a survey of partner organizations from 15 different sustainability-focused multi-stakeholder partnerships in Canada. We compare three partner strategies for implementation and value capture and discover that each strategy is associated with different partner-level resource outcomes. Our findings indicate that product stewardship strategies are associated with financial and organizational capital, marketing and promotion with human capital, and internal implementation structures with shared capital. This study has implications for multi-stakeholder partnership researchers and practitioners because it suggests the possibility that certain partner-level outcomes could rely on the partner, as well as partnership implementation strategies.
Adriane MacDonald; Amelia Clarke; Lei Huang; M. May Seitanidi. Partner Strategic Capabilities for Capturing Value from Sustainability-Focused Multi-Stakeholder Partnerships. Sustainability 2019, 11, 557 .
AMA StyleAdriane MacDonald, Amelia Clarke, Lei Huang, M. May Seitanidi. Partner Strategic Capabilities for Capturing Value from Sustainability-Focused Multi-Stakeholder Partnerships. Sustainability. 2019; 11 (3):557.
Chicago/Turabian StyleAdriane MacDonald; Amelia Clarke; Lei Huang; M. May Seitanidi. 2019. "Partner Strategic Capabilities for Capturing Value from Sustainability-Focused Multi-Stakeholder Partnerships." Sustainability 11, no. 3: 557.
Amelia Clarke; Adriane Macdonald; Eduardo Ordonez-Ponce. Implementing community sustainability strategies through cross-sector partnerships. Business Strategies for Sustainability 2018, 402 -416.
AMA StyleAmelia Clarke, Adriane Macdonald, Eduardo Ordonez-Ponce. Implementing community sustainability strategies through cross-sector partnerships. Business Strategies for Sustainability. 2018; ():402-416.
Chicago/Turabian StyleAmelia Clarke; Adriane Macdonald; Eduardo Ordonez-Ponce. 2018. "Implementing community sustainability strategies through cross-sector partnerships." Business Strategies for Sustainability , no. : 402-416.
The literature on cross-sector partnerships has increasingly focused attention on broader systemic or system-level change. However, research to date has been partial and fragmented, and the very idea of systemic change remains conceptually underdeveloped. In this article, we seek to better understand what is meant by systemic change in the context of cross-sector partnerships and use this as a basis to discuss the contributions to the Thematic Symposium. We present evidence from a broad, multidisciplinary systematized review of the extant literature, develop an original definition of systemic change, and offer a framework for understanding the interactions between actors, partnerships, systemic change, and issues. We conclude with some suggestions for future research that we believe will enhance the literature in its next phase of development.
Amelia Clarke; Andrew Crane. Cross-Sector Partnerships for Systemic Change: Systematized Literature Review and Agenda for Further Research. Journal of Business Ethics 2018, 150, 303 -313.
AMA StyleAmelia Clarke, Andrew Crane. Cross-Sector Partnerships for Systemic Change: Systematized Literature Review and Agenda for Further Research. Journal of Business Ethics. 2018; 150 (2):303-313.
Chicago/Turabian StyleAmelia Clarke; Andrew Crane. 2018. "Cross-Sector Partnerships for Systemic Change: Systematized Literature Review and Agenda for Further Research." Journal of Business Ethics 150, no. 2: 303-313.
To address the prevalence and complexities of sustainable development challenges around the world, organizations in the business, government, and non-profit sectors are increasingly collaborating via multi-stakeholder partnerships. Because complex problems can be neither understood nor addressed by a single organization, it is necessary to bring together the knowledge and resources of many stakeholders. Yet, how these partnerships coordinate their collaborative activities to achieve mutual and organization-specific goals is not well understood. This study takes an organization design perspective of collaborative decision-making processes to explore how they impact the effectiveness of multi-stakeholder partnerships. We compare the decision-making processes of 94 sustainability-focused multi-stakeholder partnerships and find that collaborative decision-making has an indirect and positive impact on partnership capacity through systems that keep partners informed, coordinate partner interactions, and facilitate ongoing learning. The implications of this study for multi-stakeholder partnership research and practice are that partnership capacity is contingent on the design of decision-making processes, as well as internal mechanisms that coordinate and monitor collaborative activities.
Adriane Macdonald; Amelia Clarke; Lei Huang. Multi-stakeholder Partnerships for Sustainability: Designing Decision-Making Processes for Partnership Capacity. Journal of Business Ethics 2018, 160, 409 -426.
AMA StyleAdriane Macdonald, Amelia Clarke, Lei Huang. Multi-stakeholder Partnerships for Sustainability: Designing Decision-Making Processes for Partnership Capacity. Journal of Business Ethics. 2018; 160 (2):409-426.
Chicago/Turabian StyleAdriane Macdonald; Amelia Clarke; Lei Huang. 2018. "Multi-stakeholder Partnerships for Sustainability: Designing Decision-Making Processes for Partnership Capacity." Journal of Business Ethics 160, no. 2: 409-426.
Complex social and environmental issues call for broader collaboration across different sectors so as to instigate transformative social change. While previous scholars have emphasized the role of non-governmental organizations (NGOs) in facilitating social change, they have not provided a nuanced assessment of NGOs’ different roles. We use the Poverty and Employment Precarity in Southern Ontario (PEPSO) research partnership as a study case and explore NGO partners’ different roles in a large cross-sector social partnership (CSSP). By interviewing 12 NGO partners and 4 non-NGO partners involved in the PEPSO research partnership, our research results show that NGOs primarily have 10 roles in a CSSP. They include enabling roles such as consultant, capacity builder, analyst, and funder; coordinating roles such as broker and communicator; and facilitating roles such as initiator, leader, advocate, and monitor. These roles allow NGOs to fulfil their duties to make substantial contributions to a CSSP.
Xinya Yan; Haiying Lin; Amelia Clarke. Cross-Sector Social Partnerships for Social Change: The Roles of Non-Governmental Organizations. Sustainability 2018, 10, 558 .
AMA StyleXinya Yan, Haiying Lin, Amelia Clarke. Cross-Sector Social Partnerships for Social Change: The Roles of Non-Governmental Organizations. Sustainability. 2018; 10 (2):558.
Chicago/Turabian StyleXinya Yan; Haiying Lin; Amelia Clarke. 2018. "Cross-Sector Social Partnerships for Social Change: The Roles of Non-Governmental Organizations." Sustainability 10, no. 2: 558.
This conceptual article argues that young people’s brains are “wired for innovation” and that society should better engage this age-group to access its innovation potential. Research published in the neuroscience and developmental psychology literature shows that between 15 and 25 years of age adolescents and emerging adults possess traits of successful innovators. They are collaborative, creative, observant, curious, willing to experiment, willing to challenge the status quo, risk-takers, action oriented, and visionary. In addition, Millennials and Generation Z are coming of age in a context that provides them with innovation ability during adolescence and emerging adulthood beyond that of previous generations. This article proposes that organizations able to effectively engage young people will be more innovative. Also, when young people are meaningfully engaged, society is more likely to find solutions needed to tackle social, environmental, and economic challenges.
Ilona Dougherty; Amelia Clarke. Wired for Innovation. Emerging Adulthood 2017, 6, 358 -365.
AMA StyleIlona Dougherty, Amelia Clarke. Wired for Innovation. Emerging Adulthood. 2017; 6 (5):358-365.
Chicago/Turabian StyleIlona Dougherty; Amelia Clarke. 2017. "Wired for Innovation." Emerging Adulthood 6, no. 5: 358-365.
As social and ecological problems escalate, involving stakeholder groups in helping solve these issues becomes critical for reaching solutions. The UN Sustainable Development Goal #17 recognizes the importance of partnerships and collaborative governance. However, organizing large multi-stakeholder groups (or partnerships) requires sophisticated implementation structures for ensuring collaborative action. Understanding the relationship between implementation structures and the outcomes is central to designing successful partnerships for sustainability. In the context of sustainable community plan implementation, the larger research project of which the results presented in this book chapter are one part of, examines how stakeholders configure to achieve results. To date, we have the data from a survey completed by 111 local governments around the world. The survey was offered in English, French, Spanish, and Korean. Seventeen integrated environmental, social, and economic topics are considered, including climate change, waste, ecological diversity, and local economy. Despite the prevalence of sustainable community plan implementation in local authorities around the world, there is scant empirical data on the topics covered in these plans internationally, the partners involved in implementation, and the costs and savings to the local governments that implement in partnership with their communities. The results presented in this book chapter show that sustainable community plans continue to be created and implemented in a diversity of communities around the world, are integrated in the sustainability topics that they cover, involve local organizations as partners in implementation, act as motivators of resource investment by the local government in community sustainability, and result in savings for the local government.
Adriane MacDonald; Amelia Clarke; Lei Huang; Mark Roseland; M. May Seitanidi. Multi-stakeholder Partnerships (SDG #17) as a Means of Achieving Sustainable Communities and Cities (SDG #11). World Sustainability Series 2017, 193 -209.
AMA StyleAdriane MacDonald, Amelia Clarke, Lei Huang, Mark Roseland, M. May Seitanidi. Multi-stakeholder Partnerships (SDG #17) as a Means of Achieving Sustainable Communities and Cities (SDG #11). World Sustainability Series. 2017; ():193-209.
Chicago/Turabian StyleAdriane MacDonald; Amelia Clarke; Lei Huang; Mark Roseland; M. May Seitanidi. 2017. "Multi-stakeholder Partnerships (SDG #17) as a Means of Achieving Sustainable Communities and Cities (SDG #11)." World Sustainability Series , no. : 193-209.
Environmental sustainability practices in universities can play an important role in helping society form a sustainable future. In this study, the roles that Bangladeshi universities play in terms of sustainability practices on their campuses are scrutinized, as well as the challenges these universities face. The existing research on campus sustainability practices in Asia is reviewed, and a new exploratory study is put forth on environmental sustainability practices in the higher education institutions of a developing country—Bangladesh. The Campus Sustainability Assessment Framework used in Canadian universities was taken as basis for determining potential environmental management indicators. Results show that environmental management practices (i.e., environmental education, research, governance and operations) are present only to a very limited extent in higher education institutions in Bangladesh.
Asadul Hoque; Amelia Clarke; Tunazzina Sultana. Environmental sustainability practices in South Asian university campuses: an exploratory study on Bangladeshi universities. Environment, Development and Sustainability 2016, 19, 2163 -2180.
AMA StyleAsadul Hoque, Amelia Clarke, Tunazzina Sultana. Environmental sustainability practices in South Asian university campuses: an exploratory study on Bangladeshi universities. Environment, Development and Sustainability. 2016; 19 (6):2163-2180.
Chicago/Turabian StyleAsadul Hoque; Amelia Clarke; Tunazzina Sultana. 2016. "Environmental sustainability practices in South Asian university campuses: an exploratory study on Bangladeshi universities." Environment, Development and Sustainability 19, no. 6: 2163-2180.
The prevalence and complexity of local sustainable development challenges require coordinated action from multiple actors in the business, public, and civil society sectors. Large multi-stakeholder partnerships that build capacity by developing and leveraging the diverse perspectives and resources of partner organizations are becoming an increasingly popular approach to addressing such challenges. Multi-stakeholder partnerships are designed to address and prioritize a social problem, so it can be challenging to define the value proposition to each specific partner. Using a resource-based view, this study examines partner outcomes from the perspective of the strategic interest of the partner as distinct from the strategic goal of the partnership. Based on 47 interviews with representatives of partner organizations in four Canadian case studies of community sustainability plan implementation, this article details 10 resources partners can gain from engaging in a multi-stakeholder partnership.
Amelia Clarke; Adriane Macdonald. Outcomes to Partners in Multi-Stakeholder Cross-Sector Partnerships: A Resource-Based View. Business & Society 2016, 58, 298 -332.
AMA StyleAmelia Clarke, Adriane Macdonald. Outcomes to Partners in Multi-Stakeholder Cross-Sector Partnerships: A Resource-Based View. Business & Society. 2016; 58 (2):298-332.
Chicago/Turabian StyleAmelia Clarke; Adriane Macdonald. 2016. "Outcomes to Partners in Multi-Stakeholder Cross-Sector Partnerships: A Resource-Based View." Business & Society 58, no. 2: 298-332.
In a developing country context, this study explores environmental awareness, stakeholder influence strategies, and pollution prevention roles among 11 local, civil society groups (e.g., environmental nongovernmental organizations [NGOs] is one grouping; media and press is another grouping). A theoretical framework that builds on the social movement literature and is more inclusive of a developing country context is offered. In essence, awareness-raising is also considered a stakeholder influence strategy. Based on surveys conducted in Chittagong, Bangladesh, the results of this empirical study show that 10 of the 11 groups were environmentally aware; however, only the environmental NGOs were willing to influence the other groups. The environmental NGOs were actively raising awareness, but they were not directly influencing firms or the federal government on pollution prevention. These findings challenge the generalization of current stakeholder influence theory to a developing country context and raise concerns about the capacity of local civil society to encourage pollution prevention.
Asadul Hoque; Amelia Clarke; Lei Huang. Lack of Stakeholder Influence on Pollution Prevention. Organization & Environment 2016, 29, 367 -385.
AMA StyleAsadul Hoque, Amelia Clarke, Lei Huang. Lack of Stakeholder Influence on Pollution Prevention. Organization & Environment. 2016; 29 (3):367-385.
Chicago/Turabian StyleAsadul Hoque; Amelia Clarke; Lei Huang. 2016. "Lack of Stakeholder Influence on Pollution Prevention." Organization & Environment 29, no. 3: 367-385.
The prevalence and complexity of sustainable development challenges around the world is calling for coordinated action from actors in the private, public, and civil society sectors. In response to this pressure, partnerships that embody inclusivity and heterogeneity are emerging as a way forward. These partnerships build capacity by leveraging the diverse perspectives and resources of multiple partners representing all three sectors. An emerging agenda in cross-sector research is to understand partnership-level structures and outcomes of cross-sector social partnerships. This article uses relational view to understand the impacts of relational structures with the subcomponents, knowledge-sharing routines and shared governance in multi-stakeholder partnerships. Our mediation analysis of ninety- four sustainability focused multi-stakeholder partnerships shows that, the structural subcomponents, communication and renewal, can establish relational links that facilitate knowledge exchange and learning which results in partnership capital. In this paper, we argue that structure and the subcomponents within it play a critical role in the ability of multi-stakeholder partnerships to gain a collaborative advantage. The authors call for more scholarship on multi-stakeholder partnership structure to outcomes at the partnership level focusing on the function of relational subcomponents of structure in creating desirable results. In the absence of this research, multi- stakeholder partnerships, a popular approach aimed at societal problem solving, may not improve our most pressing societal challenges and risks contributing to further damage.
Adriane Macdonald; Amelia C. Clarke; Lei Huang; Eduardo Ordonez-Ponce. Multi-Stakeholder Partnerships for Sustainability: A Relational View of Structure to Outcomes. Academy of Management Proceedings 2016, 2016, 14768 .
AMA StyleAdriane Macdonald, Amelia C. Clarke, Lei Huang, Eduardo Ordonez-Ponce. Multi-Stakeholder Partnerships for Sustainability: A Relational View of Structure to Outcomes. Academy of Management Proceedings. 2016; 2016 (1):14768.
Chicago/Turabian StyleAdriane Macdonald; Amelia C. Clarke; Lei Huang; Eduardo Ordonez-Ponce. 2016. "Multi-Stakeholder Partnerships for Sustainability: A Relational View of Structure to Outcomes." Academy of Management Proceedings 2016, no. 1: 14768.
This paper provides a framework for evaluating youth-led social change. The framework considers: seven topics (e.g., environment, human health and safety, and education); nine engagement types (e.g., volunteerism, research and innovation, and political engagement); six organizational types (e.g., advisory body, social enterprise, and individual); three strategies (socialization, influence, and power); and three scales of impacts (individual, community/inter-organizational, and national/international). Using this framework, empirical research provides evidence of how youth – defined as young people 15–24 years of age – have been agents of change in Canada over the 35 years from 1978 to 2012. A media content analysis of 264 articles, combined with frequency and chi-square tests, were completed to study the factors and the relationships among them. The results show a strong relationship between the impact and the strategy, topic, engagement type, and organizational type. The results also show a strong relationship between the strategy and the impact, engagement type and organizational type. The findings have implications for youth leaders and those who advocate for, work with, support, and educate them, and for those interested in evaluating social change efforts
Elaine Ho; Amelia Clarke; Ilona Dougherty. Youth-led social change: Topics, engagement types, organizational types, strategies, and impacts. Futures 2015, 67, 52 -62.
AMA StyleElaine Ho, Amelia Clarke, Ilona Dougherty. Youth-led social change: Topics, engagement types, organizational types, strategies, and impacts. Futures. 2015; 67 ():52-62.
Chicago/Turabian StyleElaine Ho; Amelia Clarke; Ilona Dougherty. 2015. "Youth-led social change: Topics, engagement types, organizational types, strategies, and impacts." Futures 67, no. : 52-62.