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

Turcotte, MFB; Antonova, S; Clegg, SR

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

Turcotte, MFB Antonova, S Clegg, SR

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Publication Type:: Journal Article
Citation:: Journal of Power, 2008, 1 (3), pp. 317 - 337
Issue Date:: 2008-01-01

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Field	Value	Language
dc.contributor.author	Turcotte, MFB	en_US
dc.contributor.author	Antonova, S	en_US
dc.contributor.author	Clegg, SR https://orcid.org/0000-0001-6083-4283	en_US
dc.date.issued	2008-01-01	en_US
dc.identifier.citation	Journal of Power, 2008, 1 (3), pp. 317 - 337	en_US
dc.identifier.issn	1754-0291	en_US
dc.identifier.uri	http://hdl.handle.net/10453/10223
dc.description.abstract	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.	en_US
dc.relation.ispartof	Journal of Power	en_US
dc.relation.isbasedon	10.1080/17540290802479228	en_US
dc.title	Power and learning in managing a multi-stakeholder organization: An initiative to reduce air pollution in Ontario, Canada, through trading carbon credits	en_US
dc.type	Journal Article
utslib.citation.volume	3	en_US
utslib.citation.volume	1	en_US
utslib.for	1606 Political Science	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	3	en_US
pubs.publication-status	Published	en_US
pubs.volume	1	en_US

Abstract:

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:

http://hdl.handle.net/10453/10223