scholarly journals SDGS, SMART URBANISATION AND POLITICS: STAKEHOLDER PARTNERSHIPS AND ENVIRONMENTAL CASES IN MALAYSIA

2021 ◽  
Vol 16 (4) ◽  
pp. 190-219
Author(s):  
SENG BOON LIM ◽  
◽  
JALALUDDIN ABDUL MALEK ◽  
MOHD YUSOF HUSSAIN ◽  
ZURINAH TAHIR ◽  
...  
Keyword(s):  
Stakeholder Partnerships

COVID-19 and Collective Action

2020 ◽  
Vol 26 (3) ◽  
Author(s):  
Todd Sandler
Keyword(s):  
Public Policy ◽  
Collective Action ◽  
Disease Surveillance ◽  
Vaccine Development ◽  
Treatment Practices ◽  
Individual Contributions ◽  
Stakeholder Partnerships ◽  
Multi Stakeholder

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.

scholarly journals Tracking Progress from Policy Development to Implementation: A Case Study on Adoption of Mandatory Regulation for Nutrition Labelling in Malaysia

Nutrients ◽  
2021 ◽  
Vol 13 (2) ◽  
pp. 457
Author(s):  
SeeHoe Ng ◽  
Bridget Kelly ◽  
Heather Yeatman ◽  
Boyd Swinburn ◽  
Tilakavati Karupaiah
Keyword(s):  
Policy Development ◽  
Structured Interviews ◽  
Political Activities ◽  
Nutrition Labelling ◽  
Policy Windows ◽  
Industry Engagement ◽  
Stakeholder Partnerships ◽  
Implementation Gaps ◽  
Health Experts

Mandatory nutrition labelling, introduced in Malaysia in 2003, received a “medium implementation” rating from public health experts when previously benchmarked against international best practices by our group. The rating prompted this qualitative case study to explore barriers and facilitators during the policy process. Methods incorporated semi-structured interviews supplemented with cited documents and historical mapping of local and international directions up to 2017. Case participants held senior positions in the Federal government (n = 6), food industry (n = 3) and civil society representations (n = 3). Historical mapping revealed that international directions stimulated policy processes in Malaysia but policy inertia caused implementation gaps. Barriers hindering policy processes included lack of resources, governance complexity, lack of monitoring, technical challenges, policy characteristics linked to costing, lack of sustained efforts in policy advocacy, implementer characteristics and/or industry resistance, including corporate political activities (e.g., lobbying, policy substitution). Facilitators to the policy processes were resource maximization, leadership, stakeholder partnerships or support, policy windows and industry engagement or support. Progressing policy implementation required stronger leadership, resources, inter-ministerial coordination, advocacy partnerships and an accountability monitoring system. This study provides insights for national and global policy entrepreneurs when formulating strategies towards fostering healthy food environments.

Multi-stakeholder partnerships for transfer of environmentally soundtechnologies

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

scholarly journals Barcelona’s science diplomacy: towards an ecosystem-driven internationalization strategy

2020 ◽  
Vol 7 (1) ◽  
Author(s):  
Alexis Roig ◽  
Jia Liang Sun-Wang ◽  
Juan-Luis Manfredi-Sánchez
Keyword(s):  
Scientific Community ◽  
Public Institutions ◽  
Financial Capital ◽  
Innovation Ecosystem ◽  
Science Diplomacy ◽  
Internationalization Strategy ◽  
Stakeholder Partnerships ◽  
Multi Stakeholder ◽  
Internal Stakeholders

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.

Partnership with stakeholders as innovative model of work-integrated learning for unemployed youths

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Celestin Mayombe
Keyword(s):  
Labour Market ◽  
Work Experience ◽  
Market Entry ◽  
Structured Interviews ◽  
Content Type ◽  
Work Transition ◽  
Global Concern ◽  
Stakeholder Partnerships ◽  
Work Integrated Learning ◽  
Labour Market Entry

PurposeThe unemployment rate among disadvantaged youths (aged 15–34 years) in large parts of Africa, Asia and Latin America has become a global concern. The concern in this article is that most WIL programmes could not facilitate a smooth WIL-to-work transition. The purpose of the article is to examine the roles of partner stakeholders in the features of an innovative WIL model influencing the labour market entry of the disadvantaged youths.Design/methodology/approachA qualitative approach was suitable for examining the features of an innovative WIL model. Semi-structured interviews were used to collect data from seven managers of different firms and institutions, and ten trainees to examine the roles of partner stakeholders in the features of an innovative WIL model influencing the labour market entry of disadvantaged youths.FindingsThe main findings reveal that local businesses and enterprises played important roles in participating in the design of the WIL curriculum, providing adequate mentorship for work experience and micro-placement to the trainees. Based on the findings, the author concludes that the partnership with stakeholders as an innovative WIL model contributed to the employability of disadvantaged youths through the acquisition of work experience and work-readiness.Practical implicationsThe implication of the findings is that the commitment of partner stakeholders ensures that WIL graduates continue to be employed. The commitment of partner stakeholders evident in this study is likely to continue creating better employment prospects for WIL graduates.Originality/valueThough stakeholder partnerships are common in WIL programmes and TVET, the innovativeness of this model lies in the features of WIL programmes, the roles and commitment of stakeholders including the outcomes of the partnerships.

Living Labs and Urban Smartness

2015 ◽  
pp. 98-111 ◽  
Author(s):  
Grazia Concilio ◽  
Francesco Molinari
Keyword(s):  
Local Governments ◽  
Urban Governance ◽  
Urban Living ◽  
City Life ◽  
Life Conditions ◽  
Living Lab ◽  
Living Labs ◽  
Governance Models ◽  
Stakeholder Partnerships ◽  
Multi Stakeholder

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.

scholarly journals Partner Strategic Capabilities for Capturing Value from Sustainability-Focused Multi-Stakeholder Partnerships

2019 ◽  
Vol 11 (3) ◽  
pp. 557 ◽  
Author(s):  
Adriane MacDonald ◽  
Amelia Clarke ◽  
Lei Huang ◽  
M. Seitanidi
Keyword(s):  
Implementation Strategies ◽  
Value Proposition ◽  
Value Capture ◽  
Collaborative Action ◽  
Ecological Problems ◽  
Stakeholder Partnerships ◽  
Multi Stakeholder ◽  
Partner Involvement ◽  
The Relationship

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.

scholarly journals Designing for Accelerated Translation (DART) of emerging innovations in health

2019 ◽  
Vol 3 (2-3) ◽  
pp. 53-58 ◽  
Author(s):  
Alex T. Ramsey ◽  
Enola K. Proctor ◽  
David A. Chambers ◽  
Jane M. Garbutt ◽  
Sara Malone ◽  
...  
Keyword(s):  
Decision Making ◽  
Health System ◽  
Dynamic Process ◽  
Evidence Base ◽  
Dynamic Decision Making ◽  
Dissemination And Implementation ◽  
The Past ◽  
Learning Health System ◽  
Stakeholder Partnerships ◽  
Over Time

AbstractAccelerating innovation translation is a priority for improving healthcare and health. Although dissemination and implementation (D&I) research has made significant advances over the past decade, it has attended primarily to the implementation of long-standing, well-established practices and policies. We present a conceptual architecture for speeding translation of promising innovations as candidates for iterative testing in practice. Our framework to Design for Accelerated Translation (DART) aims to clarify whether, when, and how to act on evolving evidence to improve healthcare. We view translation of evidence to practice as a dynamic process and argue that much evidence can be acted upon even when uncertainty is moderately high, recognizing that this evidence is evolving and subject to frequent reevaluation. The DART framework proposes that additional factors – demand, risk, and cost, in addition to the evolving evidence base – should influence the pace of translation over time. Attention to these underemphasized factors may lead to more dynamic decision-making about whether or not to adopt an emerging innovation or de-implement a suboptimal intervention. Finally, the DART framework outlines key actions that will speed movement from evidence to practice, including forming meaningful stakeholder partnerships, designing innovations for D&I, and engaging in a learning health system.

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