Multi-stakeholder Partnerships in Public Policy

Author(s):  
Md Nurul Momen
2020 ◽  
Vol 26 (3) ◽  
Author(s):  
Todd Sandler

AbstractThis conceptual article argues that COVID-19 poses myriad global collective action challenges, some of which are easier than others to address. COVID-19 requires numerous distinct activities – e.g., vaccine development, uncovering treatment practices, imposing quarantines, and disease surveillance. The prognosis for effective collective action rests on the underlying aggregator technologies, which indicate how individual contributions determine the amount of a COVID-19 activity that is available for consumption. Best- and better-shot aggregators are more apt to promote desired outcomes than weakest- and weaker-link aggregators. The roles for public policy and important actors (e.g., multi-stakeholder partnerships) in fostering collective action are indicated.


Energy Policy ◽  
2011 ◽  
Vol 39 (1) ◽  
pp. 1-5 ◽  
Author(s):  
Karlijn Morsink ◽  
Peter S. Hofman ◽  
Jon C. Lovett

Author(s):  
Alexis Roig ◽  
Jia Liang Sun-Wang ◽  
Juan-Luis Manfredi-Sánchez

Abstract Urban innovation ecosystems are set to play a prominent role in the internationalization and governance of big cities. By harboring solid scientific and technological assets and attracting both human and financial capital, they are best suited to become the pivotal actors of effective multi-stakeholder partnerships between the scientific community, public institutions, the private sector and civil society. In 2018, Barcelona’s knowledge and innovation ecosystem came together to launch a comprehensive diplomatic strategy to put the city’s science and technology at the forefront of global challenges. This paper presents the case study of Barcelona and discuss the opportunities for city-led science diplomacy as a formal, institutionalized practice aimed to reinforcing the insertion of local interests in the international scene while favouring the open interaction between the internal stakeholders involved.


2011 ◽  
Vol 46 (1) ◽  
pp. 126-144 ◽  
Author(s):  
Adrienne Héritier ◽  
Dirk Lehmkuhl

AbstractThis article raises the question of the link between new modes of governance and democratic accountability. Our definition of new modes of governance as modes refers to public policy-making that includes private actors and/or public policy-making by public actors that takes place outside legislative arenas, and which focuses on delimited sectoral or functional areas. We identify three different ways in which new modes of governance can be subjected to democratic control: parliamentary control, multi-stakeholder involvement and control through the public sphere and civil society at large. Building on a number of the illustrative insights from various empirical projects, we find that, in our cases at least, new modes of governance did not have a negative effect on existing patterns of democratic accountability. At the same time, neither multi-stakeholder policies nor the participation of civil society guarantee democratic accountability in the strict sense. We provide some evidence to the effect that, if institutionally linked to democratically elected governmental bodies – meaning, in this context, the European Parliament – it is more likely that negative externalities deriving from public policy-making in functionally segmented arenas of the European Union's multilevel polity will be dealt with in a more systematic way.


Author(s):  
Grazia Concilio ◽  
Francesco Molinari

Urban Living Labs are socio-digital innovation environments in realistic city life conditions based on multi-stakeholder partnerships that effectively involve citizens in the co-creation and co-production of new or reformed public services and infrastructures. This chapter explores the growing phenomenon of Urban Living Labs and analyses the nature of related innovations in the perspective of ‘City Smartness' – a mantra for local governments worldwide which are having to address increasingly complex problems with fast diminishing financial resources. It goes on to briefly overview the urban governance models emerging in such environments and finally focuses on the challenges posed by these models as result of integration between the ‘technology push' Smart City vision and the ‘human pull' Urban Living Lab concept and approach.


2019 ◽  
Vol 11 (3) ◽  
pp. 557 ◽  
Author(s):  
Adriane MacDonald ◽  
Amelia Clarke ◽  
Lei Huang ◽  
M. Seitanidi

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.


2016 ◽  
Vol 58 (2) ◽  
pp. 298-332 ◽  
Author(s):  
Amelia Clarke ◽  
Adriane MacDonald

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.


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