Enacting Ecological and Collaborative Rationality through Multi-Party Collaboration

Turcotte, M; Clegg, SR; Marin, J

Enacting Ecological and Collaborative Rationality through Multi-Party Collaboration

Turcotte, M Clegg, SR

Marin, J

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Publisher:: Inderscience Publishers
Publication Type:: Journal Article
Citation:: International Journal of Innovation and Sustainable Development, 2008, 3 (3/4), pp. 234 - 261
Issue Date:: 2008-01

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Field	Value	Language
dc.contributor.author	Turcotte, M	en_US
dc.contributor.author	Clegg, SR https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.author	Marin, J	en_US
dc.date.issued	2008-01	en_US
dc.identifier.citation	International Journal of Innovation and Sustainable Development, 2008, 3 (3/4), pp. 234 - 261	en_US
dc.identifier.issn	1740-8822	en_US
dc.identifier.uri	http://hdl.handle.net/10453/10266
dc.description.abstract	The article presents the case study of a partnership between a metallurgy company and an NGO concerned with environmental protection. The partnership constituted an attempt to reconcile the firm's economic objectives with those of the citizens who lived in the area on which it had an ecological impact. Driven by high ideals, the multistakeholder partnerships were an innovation inspired by the ideal speech situation theory and a focus on learning and innovation. The partnership seemingly created an arena defined by norms of 'disinterested rationality' with an objective of innovating and progressing toward sustainable development. The partnership had only a marginal influence on the firm's activities, which were mainly determined by market forces and economic logic. The article concludes with a rather critical perspective on the outcomes of the case in terms of learning, innovation and change, with a theoretical lens inspired by theories on learning, legitimacy and power. The article contributes to the understanding and definition of legitimacy in a polyphonic context, where different views coexist or confront. Legitimacy is neither an outside nor static institutional feature, but rather resembles a kaleidoscope of perceptions that are defined, temporarily granted and redefined through discursive interactions. In such a context, moral arguments are confronted with other moral arguments while actors redefine their knowledge and cognitive frameworks. Practical recommendations are formulated for the convenors of multistakeholders partnerships, activist groups and firms.	en_US
dc.publisher	Inderscience Publishers	en_US
dc.relation.ispartof	International Journal of Innovation and Sustainable Development	en_US
dc.subject.classification	Environmental Sciences	en_US
dc.title	Enacting Ecological and Collaborative Rationality through Multi-Party Collaboration	en_US
dc.type	Journal Article
utslib.citation.volume	3/4	en_US
utslib.citation.volume	3	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	0701 Agriculture, Land and Farm 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	open_access
pubs.consider-herdc	false	en_US
pubs.issue	3/4	en_US
pubs.volume	3	en_US

Abstract:

The article presents the case study of a partnership between a metallurgy company and an NGO concerned with environmental protection. The partnership constituted an attempt to reconcile the firm's economic objectives with those of the citizens who lived in the area on which it had an ecological impact. Driven by high ideals, the multistakeholder partnerships were an innovation inspired by the ideal speech situation theory and a focus on learning and innovation. The partnership seemingly created an arena defined by norms of 'disinterested rationality' with an objective of innovating and progressing toward sustainable development. The partnership had only a marginal influence on the firm's activities, which were mainly determined by market forces and economic logic. The article concludes with a rather critical perspective on the outcomes of the case in terms of learning, innovation and change, with a theoretical lens inspired by theories on learning, legitimacy and power. The article contributes to the understanding and definition of legitimacy in a polyphonic context, where different views coexist or confront. Legitimacy is neither an outside nor static institutional feature, but rather resembles a kaleidoscope of perceptions that are defined, temporarily granted and redefined through discursive interactions. In such a context, moral arguments are confronted with other moral arguments while actors redefine their knowledge and cognitive frameworks. Practical recommendations are formulated for the convenors of multistakeholders partnerships, activist groups and firms.

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http://hdl.handle.net/10453/10266