Power and learning in managing a multi-stakeholder organization: an initiative to reduce air pollution in Ontario, Cananda, through trading carbon credits

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Journal Article
The Journal of Power, 2008, 1 (3), pp. 317 - 337
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The paper explores a case study of a multi-party collaboration that used learning in an inter-organizational context to address an environmental problem by experimenting with emission reduction credits trading. Learning was associated with politics: individual learning with non-decision-making or two-dimensional power, while inter-organizational learning with three-dimensional power and the construction of hegemony, while strategic institutional learning occurred through the creation of obligatory passage points.
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