TY  - CHAP
AB  - Corporations are now collaborating to meet complex global sustainability challenges, which, until recently, were considered beyond the mandate of business leaders. Multi-organizational consortia have formed, not as philanthropic efforts, but to find competitive advantage. To examine the dynamics of an early collaboration of this sort, with a view to suggesting how future inter-organizational projects might be fostered, we pursued an in-depth multi-method case study of “The Sustainability Consortium.” The Consortium has convened Fortune 50 senior managers since 1998. Our analysis uncovers the primacy of “Relational Space” – a rich context for aspirational trust and reflective learning across organizational boundaries, which is enabled by, and in turn gives rise to, collaborative projects. Within this space, an ecology of organizational leaders committed to sustainability can accomplish together what would be impossible in their individual organizations. We explain the viability of this collaboration.
VL  - 18
SN  - 978-0-85724-191-7, 978-0-85724-192-4/0897-3016
DO  - 10.1108/S0897-3016(2010)0000018008
UR  - https://doi.org/10.1108/S0897-3016(2010)0000018008
AU  - Bradbury-Huang Hilary
AU  - Lichtenstein Benyamin
AU  - Carroll John S.
AU  - Senge Peter M.
ED  - William A. Pasmore
ED  - Abraham B. (Rami) Shani
ED  - Richard W. Woodman
PY  - 2010
Y1  - 2010/01/01
TI  - Relational Space and Learning Experiments: The Heart of Sustainability Collaborations
T2  - Research in Organizational Change and Development
T3  - Research in Organizational Change and Development
PB  - Emerald Group Publishing Limited
SP  - 109
EP  - 148
Y2  - 2024/04/23
ER  -