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

Publication Type:
Journal Article
Journal of Power, 2008, 1 (3), pp. 317 - 337
Issue Date:
Full metadata record
Files in This Item:
Filename Size
2008000292OK.pdf128 kB
Adobe PDF
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. © 2008 Taylor & Francis.
Please use this identifier to cite or link to this item: