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This chapter looks at how Goal 17 on partnerships can be a lever of change. It discusses the partnership approach to achieving the SDGs and unravels the key functions of networks and partnerships, such as knowledge sharing, coordination, and collaborative governance. It carefully explains why we need to shift the focus of the global debate from collaborative governance to the cocreation of public value outcomes. It then provides a schematic account of the different steps in the process of cocreating outcomes, which include initiation, design, implementation, and evaluation. Finally, the chapter identifies the key merits of cocreation and looks its dark side straight in the eye.

The discovery of meso-level social orders in organizational theory, political sociology, and social movement theory, what have subsequently been called sectors, policy domains, and most popularly, fields (or in organizational sociology, organizational fields), opens up a theoretical terrain that has not yet been fully explored (see Martin, 2003 for one view of fields). In this chapter, we propose that in fact all of these phenomena (and several others), fields, domains, policy domains, sectors, networks, and in game theory, the “game” bear a deep theoretical relationship to one another. They are all a way of characterizing how meso-level social orders, social spaces are constructed. We want to make a bold claim: the idea of fields is the central sociological construct for understanding all arenas of collective strategic action. The idea of fields is not just useful for understanding markets and political policy domains, but also social movements, and many other forms of organized social life. In essence, scholars working on their particular empirical corner of the world have inadvertently discovered something fundamental about social structure: that collective actors somehow manage to work to get “action” toward their socially and cultural constructed ends and in doing so, enlist the support of others in order to produce meso-level social orders.

This chapter focuses on the circumstances under which active clients in universities construct external management consultants as actors. Much research focuses on how consultants legitimize decisions and trends in business organizations, but we know little about how consultants become legitimized as actors in other organizational fields. In the academic field, clients are embedded in a variety of organizational settings embedded in different institutional logics, which determine their sense making. By analyzing how consultants are legitimized, the authors contribute to a better understanding of the organizational preconditions that support the construction of an external expert as an actor. By focusing on IT and strategy consulting in academia, further, the authors discuss the role of competing institutional logics in legitimization processes and the importance of intra-organizational communities.

The authors set out to study institutional work under complexity building on the struggle for legitimacy of the Lesbian, Gay, Bisexual, and Transgender (LGBT) community in Israel as their case study. The authors took a discursive approach and were interested in what actors claim they do. The findings suggest that actors manipulate the intentions and outcomes of their acts, thereby claiming for actorhood or negating it. These differential constructions are not random but echo the norms of the discursive spaces within which they are presented and interact with other actors’ work. Overall, the authors argue that actorhood is not a pre-condition for institutional work, nor is it its outcome, but rather an integral part thereof.

The authors examine how different exchange patterns affect structurally disadvantaged actors' interactional justice evaluations and group identification in situations characterized by reciprocal and negotiated exchange.

Laboratory experiment.

Although results replicate prior work finding that disadvantaged individuals view their exchange partners as less fair when exchanging via negotiation rather than reciprocation, they also show the value of considering the pattern of exchange. Indeed, both the form of exchange and the pattern of exchange prompt exchange behaviors that shape how disadvantaged actors view the exchange experience, such that much of the direct effect of the form of exchange is offset by indirect paths, especially when the disadvantaged actor remains committed to their more advantaged partner. These fairness evaluations matter because as the authors show, they affect perceptions of group identification.

Future work should more explicitly consider how emotions as well as different levels of inequality might modify the processes described.

This chapter highlights the need to consider both the form of exchange and the relative stability of exchange when considering the fairness perceptions and group identification of disadvantaged individuals.

This study focuses on how the creation of a new market identity, defined here by the social categories that specify what to expect of products and organizations, helps legitimize normatively illegitimate products and thereby facilitate the formation of markets for these products. A product is given a legitimate market identity by recombining existing product and status categories in a way that is both isomorphic with and differentiated from these preexisting categories. I argue that the creation of a new market identity helped create a market for feature films that combined legitimate comedy and illegitimate pornography following the legalization of pornography in Denmark in 1969. Topological analyses of the cultural content of all the film posters used to promote Danish films between 1970 and 1978, and regression analyses of the status of the actors appearing in these films document the importance of market identity in legitimizing illegitimacy.

How headquarter (HQ) and subsidiary actors end conflicts and reach agreements is an important but still under-researched question in multinational corporations (MNC) literature. This conceptual article approaches these conflict dynamics from the Convention Theory perspective. Convention Theory draws attention to justice principles (known as “order of worth”) and to the material aspects in relations between MNC actors. We offer a framework that contributes to HQ-subsidiary relations research in three ways: (1) it links conflicts to justice principles, (2) it enriches the understanding of the stability of agreements, and (3) it sheds light on the activities needed for realizing preferred arrangements.

This article attempts to bridge and contribute to three related lines of inquiry: the effect of economic organization on cultural diversity; the origins of career specialism; and the contrast between market and firm as alternative modes of governance. In particular, I use the natural experiment engendered by the transformation of Hollywood from the firm-based studio system to the contemporary market system to test the claim that typecasting-driven restrictions on generalist identities in an internal labor market are comparable in their significance to those found in the external labor market (Faulkner, 1983; Zuckerman, Kim, Ukanwa, & von Rittmann, 2003). Results support this claim and thereby suggest that incentives for experimentation by employers in internal labor markets counterbalance the greater control over work assignments enjoyed by independent contractors in the external labor market.